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Lecture notes on motivation

Notes on the chapter on motivation
Course

Industrial Psychology (PSY 213)

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Pontifical and Royal University of Santo Tomas, The Catholic University of the Philippines

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Warning: TT: undefined function: 32 Warning: TT: undefined function: 32 Personal Characteristics Associated with Leadership

  1. Leader Emergence – A part of trait theory that postulates that certain types of people will become leaders and certain types will not. It is the idea that people who become leaders possess traits or characteristics different from people who do not become leaders.

✓ People high in openness, conscientiousness, extraversion, masculinity, creativity, and authoritarianism, and low in neuroticism ✓ High self-monitors ✓ Intelligence ✓ Certain patterns of abilities

Three factors for the motivation to lead: affective identity, non-calculative motivation, social- normative motivation

Affective Identity: The motivation to lead as a result of a desire to be in charge and lead others.

  • This factor focuses on the individual who enjoys being the leader and genuinely see themselves as leaders

Non-calculative Motivation: Those who seek leadership positions because they will result in personal gain

  • This factor focuses on people who are motivated after weighing out the pros and cons on taking a leadership role

Social-normative Motivation: The desire to lead out of a sense of duty or responsibility

  • Motivating factor is a result of obligation.
  1. Leader Performance – A part of trait theory that postulates that certain types of people will be better leaders than will other types of people. Involves the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not.

Traits, Needs, and Orientation

Traits

Self-monitoring: A personality trait characterized by the tendency to adapt one’s behavior to fit a particular social situation. Ex. I’m the spokesperson of a company with a shy personality. My position requires me to speak in behalf of the company for press conferences or television appearances. I would then have to adapt my outward behavior to appear to be confident.

Cognitive Ability

Key to effective leadership is the synthesis of three variables: wisdom, intelligence (academic and practical), and creativity.

Needs

o Need for power – desire to be in control of other people o Need for achievement – desire to be successful o Need for affiliation – desire to be around other people

Leadership Motive Pattern: A pattern of needs in which a leader has a high need for power and a low need for affiliation. The need is not for personal power but for organizational power. Ex. Leaders who are concerned with results rather than being liked.

*leaders who are concerned over being liked has a tough time making decisions

Thematic Apperception Test – a projective test which measure the needs for power, achievement, and affiliation. The person being subjected is shown a series of pictures and is asked to tell a story.

Job Choice Exercise – an objective measure test used to measure various needs levels. The person reads various descriptions of jobs and is asked to rate how desirable he finds each particular job.

Gender

✓ Men – more effective in situations traditionally defined as masculine and in which majority of the subordinates are men ✓ Women – more effective in situations traditionally defined in less masculine terms; more likely than men to engage in behaviors associated with high-quality leadership

Task Versus Person Orientation

Managerial Grid: a measure of leadership that classifies a leader into five leadership styles.

  • Person-oriented leaders – act in a warm and supportive manner and show concern for their subordinates. Believe that employees are intrinsically motivated, seek responsibility, are self-controlled, and do not necessarily dislike work. Use a more “hands-off” approach to leadership.

o Country club leaders o Theory Y leaders o Leaders high in consideration

  • Task- oriented leaders - They see their employees as lazy, extrinsically motivated, wanting security, undisciplined, and shrinking responsibility. Tend to be more directing.

Interaction Between the Leader and the Situation

  1. Situational Favorability

Fielder’s contingency model: a theory of leadership that states that leadership effectiveness is dependent on the interaction between the leader and the situation.

✓ Fiedler believed that a person’s leadership style is a result of a lifetime of experiences and thus is extremely difficult to change ✓ Leadership training should concentrate on helping people understand their leadership style and learn how to manipulate a situation so that the two match. ✓ Hi gh LPC – person-oriented ✓ Low LPC – task-oriented

Variables od situational favorability:

  1. Task structuredness – extent to which tasks have clear goals and problems can be solved
  2. Leader position power – extent to which a leader, by the nature of his or her position, has the power to reward or punish
  3. Leader-member relations – extent to which subordinates like a leader (most important variable)

Leader Match: training program that teaches leaders how to change situations to match their leadership styles

Low LPC: either favorable or unfavorable

High LPC: moderate favorability

For instance, imagine that you've just started working at a new company, replacing a much-loved leader who recently retired. You're leading a team who views you with distrust (so your Leader-Member Relations are poor). The task you're all doing together is well defined (structured), and your position of power is high because you're the boss, and you're able to offer reward or punishment to the group. The most effective leader in this situation would be high LPC – that is, a leader who can focus on building relationships first.

Or, imagine that you're leading a team who likes and respects you (so your Leader-Member relations are good). The project you're working on together is highly creative (unstructured) and your position of power is high since, again, you're in a management position of strength. In this situation, a task-focused leadership style would be most effective.

  1. Organizational Climate

IMPACT Theory: a theory of leadership that states that there are six styles of leadership and that each style is favorable in only a particular situation (organizational climate).

o Informational Style in a Climate of Ignorance – leader leads through knowledge and information when important information is not available

o Magnetic Style in a Climate of Despair – leader has influence because of his/her charismatic personality when people have low morale

o Position Style in a Climate of Instability – leaders influence others by virtue of their appointed or elected authority in a situation where people are not sure what to do

o Affiliation Style in a Climate of Anxiety – individual leads by caring about others when worry predominates

o Coercive Style in a Climate of Crisis – individual leads by controlling reward and punishment in which the outcome to a decision has extreme consequences

o Tactical Style in a Climate of Disorganization – a person leads through organization and strategy when the organization has the necessary knowledge or resources but doesn’t know how to efficiently use then

  1. Subordinate Climate

Path-goal theory: A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals. A leader can adopt one of the four behavioral leadership styles to handle each situation

  • Instrumental Style: planning, organizing, and controlling the activities of the employee. Ex. Establishing expectations and providing resources to achieve them

  • Supportive style: shows concern for employees. Ex. ensuring that your employees receive counseling after handling dangerous situations

SSpecific Leader Skills

  1. Leadership Through Decision Making

Vroom-Yetton Model: A theory of leadership that concentrates on helping a leader choose how to make a decision

  1. Leadership Through Contact: Management by Walking Around

✓ Leaders are most effective when they are out of their offices, walking around, and meeting with and talking to employees and customers

  1. Leadership Through Power

  • Expert Power – power that individuals have because they have knowledge. (A doctor, for example, has power over his patients when they go to visit him.)

  • Legitimate Power – power that individuals have because of their elected position. (Legitimate power is purely based on rank or position within an organization).

  • Reward Power – power that exists to the extent that the leader has the authority to provide rewards (An example of this would be a boss offering a bonus at work for the employee with the most sales.)

  • Coercive Power – power that comes from the capacity to punish. (Parents are probably a great example of power through fear, in that they have the capability to take away the freedoms of their children, to an extent of course.)

  • Referent Power – power that exists when followers can identify with a leader and the leader’s goals. (If I look up to my boss as inspiration and use him as a personal guide for who I want to be, he has referent power over me.)

  1. Leadership Through Vision: Transformational Leadership

Transactional Leadership: le adership style in which the leader focuses on task-oriented behaviors. o Contingent reward: leaders who reward followers for engaging in desired behavior o Management by exception-active: leaders who actively monitor performance and take corrective action o Management by exception-passive: leader who do not actively monitor follower behavior and only take corrective action when problems a re serious

Transformational Leadership: visionary leadership in which the leader changes the nature and goals of an organization.

Characteristics of good leaders:

  • Vision – vision of where they want the organization to go and provide direction toward that end
  • Values
  • Differentiation – they are somehow different from their followers
  • Transmission of Vision and Values - -able to communicate their vision and value to others
  • Flaws make the leader more human and provides a target the person can focus on when they are upset
  1. Leadership Through Authenticity

Authentic Leadership: a leadership theory stating that leaders should be honest and open and lead out of a desire to serve others rather than a desire for self-gain.

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Lecture notes on motivation

Course: Industrial Psychology (PSY 213)

6 Documents
Students shared 6 documents in this course

University: Pontifical and Royal University of Santo Tomas, The Catholic University of the Philippines

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Personal Characteristics Associated with Leadership
1. Leader Emergence – A part of trait theory that postulates that certain types of people will
become leaders and certain types will not. It is the idea that people who become leaders
possess traits or characteristics different from people who do not become leaders.
✓ People high in openness, conscientiousness, extraversion, masculinity, creativity, and
authoritarianism, and low in neuroticism
✓ High self-monitors
✓ Intelligence
✓ Certain patterns of abilities
Three factors for the motivation to lead: affective identity, non-calculative motivation, social-
normative motivation
Affective Identity: The motivation to lead as a result of a desire to be in charge and lead others.
- This factor focuses on the individual who enjoys being the leader and
genuinely see themselves as leaders
Non-calculative Motivation: Those who seek leadership positions because they will result in
personal gain
- This factor focuses on people who are motivated after weighing out the
pros and cons on taking a leadership role
Social-normative Motivation: The desire to lead out of a sense of duty or responsibility
- Motivating factor is a result of obligation.
2. Leader Performance – A part of trait theory that postulates that certain types of people will be
better leaders than will other types of people. Involves the idea that leaders who perform well
possess certain characteristics that poorly performing leaders do not.
Traits, Needs, and Orientation
Traits
Self-monitoring: A personality trait characterized by the tendency to adapt one’s
behavior to fit a particular social situation. Ex. I’m the spokesperson of a company with a shy
personality. My position requires me to speak in behalf of the company for press conferences or
television appearances. I would then have to adapt my outward behavior to appear to be
confident.
Cognitive Ability
Key to effective leadership is the synthesis of three variables: wisdom, intelligence
(academic and practical), and creativity.

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