CHAPTER 3

LEADERSHIP BEHAVIOR
AND MOTIVATION
 List The
University
Of Lowa
Leadership
Styles
Similarities
Differences And
Differences

Reinforcem Leadership
ent theory Grid

Process Content
Motivation Motivation
Theory Theory
 LEADERSHIP STYLES AND THE
UNIVERSITY OF IOWA RESEARCH

Traits
As they
interact with
skills followers
Behavior
s leaders
 University of Lowa leadership
Styles
• 1930s, Kurt Lewin and associates
conducted
Autocratic leadership Democratic
styles leadership style
• Makes the • Encourages
decisions participation in
• Tells employees decisions
what to do • Works with
• Closely supervise employees to
workers determine what to
do
• Does not closely
supervise
employees
 DESCRIBE SIMILARITIES AND
DIFFERENCES BETWEEN THE
UNIVERSITY OF MICHIGAN
AND
OHIO STATE UNIVERSITY
IN LEADERSHIP MODELS
 UNIVERSITY OF MICHIGAN
• Is to determined how leaders functional in small groups.
• Researchers created a questionnaire called the SURVEY OF
ORGANIZATIONS.
• They gave the survey,similar to the one in Self-Assessment
Exercise 1. to employess to complete based on their
managers behaviour.
• The researchers identified two style of leadership behaviour
called
– Job-centered
– Employee-centered
• The researchers goals are
– Classify the leaders as effective and ineffective by comparing the
behaviour of leaders from high-producing units and low-
producing units.
– Determine reasons for effective leadership.

The UNIVERSITY OF MICHIGAN STATED that a leader is either

more job-centered or more employee-centered
 OHIO STATE UNIVERSITY: INITIATING
STRUUCTURE AND CONSIDERATION
BEHAVIOR
• These researchers developed an instrument known as the Leader
Behavior Description (LBDQ).
• They had 150 examples of definitive leader behaviour, which were
arrowed down from 1800 leadership finctions
• INIATING STRUCTURE BEHAVIOUR : essentially the same as ht
ejob-centered style.Focuses on getting the task done
• CONSIDERATION BEHAVIOR : the same as the employee-
centered leadership styles.Focus on meeting people’s needed and
develipong relationships.
• The OHIO STATE UNVERSITY identifies four leadership styles:
– Low structure
– Low consideration
– High Structure
– High consideration
• Leader with high structure and low consideration behaviour use one
way communication
 Similarities between Leadership Models and
Their Contributions
• Both of the universities have developed a questionnaire
and conducted a research that have same objective
which is to determine the behaviour of effective leader
• Both researches are conducted in same period between
1940s to 1950s.
• Both universities developed leadership model that
emphasis on same definitions which are on task-oriented
and people-oriented style of leadership, even though
University Task oriented style People oriented style
used term is different.
University of Michigan Job-centered Employee-centered
Ohio State University Initiating structure Consideration

The two leadership models of both universities are

proven due to strong research support and repeatedly
being tested.
Differences between Leadership
Models and Their Contributions
• The Ohio State and University of Michigan leadership
models are different in that the University of Michigan
places the two leadership behaviours at opposite ends of
the same continuum, making it one-dimensional. The
Ohio State University Model considers the two
behaviours independent of one another, making it two-
dimensional.
• University of Michigan’s one dimensional model
proposed two leadership styles (1) employee-centered
and (2) job-centered while Ohio State leadership model
has four leadership styles as follows, (1) low initiating
structure and high consideration, (2) high initiating
structure and high consideration, (3) low initiating
structure and low consideration, and (4) high initiating
The leadership grid
Definision of Leadership Grid
• Is a model of behavioral leadership
developed in 1950s by Robert Blake and
Jane Mouton. Known as the Managerial
Grid
• The Leadership Grid is based on two
behavioral dimensions
• Concern for production, which is plotted on
the X-axis on a scale from one to nine
points; and concern for people, which is
plotted on a similar scale along the Y-axis.
Five leadership style on the grid

Impoverished Produce or
(1,1) Perish (9, 1)

Middle of the Country Club

Road (5, 5) (1, 9)

Team (9, 9)
Black, Mouton and McCanse
Leadership Grid
 Leadership Grid
• Leadership grids don't just illustrate how
leaders lead , they show how companies
get things done and achieve goals.
• They can also detect which leaders need
to place more focus on getting things done
as opposed to making people happy, and
vice versa.
 Leader Research
• The basic premise was that certain
characteristics of individuals were the ideal
indicator of success in a leadership role.
• This perspective on leadership is
somewhat limiting, various external factors
and situational considerations when
determining given individual is a strong fit
for leading a organization.
MOTIVATION PROCESS
FEEDBACK NEED

SATISFACTION OR
MOTIVATE
DISSATISFACTION

CONSEQUENCE BEHAVIOR
Similarities and Diffrences
among the three content
motivation thoeries
 Similarities
Maslow's and Alderfers
Theory
• All separate theories
work at creating
motivation for the • Maslow's Theory coinsides
employee's. with Alderfer's Theory, in fact
• It takes a long time the later was loosely based off
to acquire all the of Maslows Theory.
needs required for
motivation.
• Each theory makes
the employee choose
which needs/goals
will motivate them.

Herzberg
and Maslow
• Maslow's physiological and saftey
needs are similar to Herzberg's
hygiene factors because they are
essential to life.
• For example, to reach safety needs
in Maslow's Pyramid, money has to
be earned and a salary is a hygiene
factor in Herzberg's theory. (money
maintains life)
McClelland's
Similarity to
Maslow's and
Alderfers
• McClellands need for
affiliation is similar to
Maslow's social needs and
Alderfer's relatedness needs.
• All 3 theories have a need
focusing on furthering a
relationship.
 Diffrences
• Alderfer's theory has 3 needs
Theories of
while Maslow's theory has 5 Motivation
needs.
• Herzberg's theory not only
determined what satisfied and McClellands Theory vs. The Rest
motivated employees but he (Differences)
found out what dissatisfied
them as well, this was unlike This theory was able to determine
the other 4 theories. based on your dominant need if you
were fit to be a leader.

Example. People with a need for

achievement are great leaders, but can
often be demanding of their employees.
Goal Setting Theory Differences
Maslow's, Alderfer's, McClellands, and Herzberg's
theories focused on satisfying needs but the goal
setting theory focused on creating a need and
reaching it.
PROCESS MOTIVATION
THEORIES
 Why people have different needs
WHY Why their needs change

How people choose to try to satisfy needs in different ways

HOW How the mental process people go through as they understand situations

How they evaluate their need satisfaction

 EQUITY Rewardng Motivating with
THEORY people equitably equity theory

EXPECTANCY Three variables

Motivating with
expectancy
THEORY theory

GOAL Using Goal

Writing Setting to
SETTING Objectives motivate
THEORY employees
 REINFORCEMENT THEORY
Reinforcement theory is the process of
shaping behavior by controlling the
consequences of the behavior. In
reinforcement theory a combination of
rewards and/or punishments is used to
reinforce desired behavior or extinguish
unwanted behavior. Any behavior that
elicits a consequence is called operant
behavior, because the individual
operates on his or her environment.
Reinforcement theory concentrates on
the relationship between the operant
behavior and the associated
consequences, and is sometimes
 TYPES OF REINFORCEMENT
• Positive reinforcement provides the
POSITIVE REINFORCEMENT employee with a reward consequence for
performing the desired behavior

• Avoidance reinforcement encourages

AVOIDANCE employees to perform the desired
REINFORCEMENT behavior in order to avoid a negative
consequence

• Punishment reinforcement gives the

employee a negative consequence to get
PUNISHMENT the employee to stop performing
undesirable behavior.

• Extinction reinforcement withholds a

EXTINCTION positive consequence to get the employee
to stop performing undesirable behavior
SCHEDULES OF REINFORCEMENT
CONTINUOUS
REINFORCEMENT
• Continuous reinforcement is
the fastest way to establish new
behaviors or to eliminate
undesired behaviors.
• Not practical in an
organizational setting
INTERMITTENT
REINFORCEMENT
• Intermittent schedules are
usually employed
• Each instance of a desired
behavior is not reinforced
• Four types of intermittent
reinforcement schedules : fixed
interval, fixed ratio, variable
interval, and variable ratio.
 FOUR TYPES OF INTERMITTENT
REINFORCEMENT SCHEDULES

Occur when Applies the Employed Applies the

desired reinforcer after when desired reinforcer after
behaviors are a set number behaviors are a number of
reinforced of occurrences reinforced desired

VARIABLE RATIO
FIXED INTERVAL
SCHEDULE

SCHEDULES

SCHEDULE
VARIABLE INTERVAL
FIXED RATIO ASCHEDULE

after set of the desired after varying behaviors have

periods of time behaviors. periods of time occurred, with
the number
changing from
situation to
situation.
MOTIVATING WITH REINFORCEMENT

General
Guide Changing
Behavior
 GENERAL GUIDE
• Make sure employees know exactly what
is expected of them
• Select the appropriate type of
reinforcement
• Select the appropriate reinforcement
schedule
• Do not reward mediocre or poor
performance (use extinction) and punish
rule violators.
 CHANGING BEHAVIOR
1. Begin by setting an objective using goal
setting theory
2. Specify the who, what, when, where and
how of your plan
3. Next, futher develop the plan by
implementing the following ideas within
your overall plan.
•Reduce life stress
•Think in advance about what might cause
you to slip and plan how you can avoid
those thing
•Plan your reinforcement
 GIVING PRAISE

Encourage
repeat
Stop for a performance
moment of
Tell the silence
employee why
Tell the the behavior is
employee important
exectly what
was done
corretly
 Major Differences Among Content,
Process and Reinforcement Theories

• Content motivation theories focus on identifying

and understanding employees needs.
• Process Motivation goes a step farther to
understand how employee choose bahavior to
fulfill their needs.
• Reinforcement Theory is what manager can do to
get employee to behave in ways that meet the
organizational objectives.
• The use of reward is the means of motivating
people.
 1. Need
(Unmet need or want to be satisfied at work)
Content Motivation Theories
Together within Motivation Process
Putting the Motivation Theories

2. Motive
(Selecting behavior to satisfy need)
Process Motivation Theories

3. Behavior
(Employee action to satisfy need)

4. Consequence
(Manager behavior and/ or natural outcome of employee action)
Reinforcement Theory

5. Satisfaction or Dissatisfaction
(Degree to which the need is met- and for how long- before
dissatisfaction recurs, creating an unmet need)