Bus232 Unit 12 Motivation And Leadership

Front 1

3 Components of motivation

Back 1

initiation

direction

persistence

Front 2

4 part to motivation model

Back 2

effort and performance

need satisfication

extrinsic and intrinsic rewards

motivation with the basics

Front 3

2 types of needs

Back 3

higher order (esteem, growth, power, achievement)

lower-order (safety, physiological, hygiene)

Front 4

Things managers can do to motivate employees

Back 4

ask what needs are

satisfy lower needs first

expect change

satisfy high order needs

Front 5

components of equity theory

Back 5

inputs outcomes and referents

Front 6

ways employees restore equity (5)

Back 6

reducing inputs,

increasing outcomes

rationalizing inputs outcomes

changing referent

leaving

Front 7

Components of Expectancy Theory

Back 7

Valence

Expectancy

Instrumentality

Front 8

Leadership differences to managers (6)

Back 8

Do the right things
Change
Long-term
Ends
Architects
Inspiring and motivating

Front 9

Leadership traits

Back 9

driver
desire to lead
honesty
self-confidence
emotional stability
cognitive ability
business knowledge

Front 10

Leader behaviours (2)

Back 10

initiating structure
consideration

Front 11

Fiedler's Contingency

Back 11

Matching leadership to situation (can't change)

Front 12

2 styles of leadership

Back 12

relational-oriented

task-oriented

Front 13

Hersey & Blanchard's Situational theory

Back 13

leaders need to adjust the style to match followers' maturity

Front 14

Parts of strategic lead

Back 14

visionary

charismatic

transformational

Front 15

motivation

Back 15

the set of forces that initiates, directs, and makes people persist in the efforts to accomplish a goal

Front 16

needs

Back 16

the physical or psychological requiremets that must be met to ensure survival and well-being

Front 17

extrinsic reqard

Back 17

a reward that is tangible visible to others and givento employees contingent on the performance of specific tasks or behaviours

Front 18

intrinsic reward

Back 18

a natural rewuard associated with performing a task or activity for its own sake

Front 19

equity theory

Back 19

theory states that people will be motivated when the perceive that they are being treated fairly

Front 20

inputs

Back 20

in equity theoriy, the contributions employees make to the organization

Front 21

outcomes

Back 21

in equity theory the rewrards employees receive for their contributions

Front 22

referents

Back 22

in equity theory, other with whom people compare themselves to determine if they have been treated fairly

Front 23

outcome/input ration

Back 23

in equity theory, and employees perception of the comparison between the rewards received and the contributions made

Front 24

distributive justice

Back 24

the perceived degree to which outcomes and rewards are fairly allocated

Front 25

procedural justice

Back 25

the perceived fairness of the process used to make reward allocation decisions

Front 26

expectancy theory

Back 26

theory that states that people will be motivated to the extend to which they believe that their efforts will lead to good performance, which will be rewarded

Front 27

valence

Back 27

the attractiveness of a reward

Front 28

expectancy

Back 28

the perceived relationship between effort and performance

Front 29

instrumentality

Back 29

perceived relationship between performance and rewards

Front 30

leadership

Back 30

the process of influencing others to achieve group or organizational goals

Front 31

leadership substitutes

Back 31

subordinated, task, or organizational characteristics that make leaders redundant or unnecessary

Front 32

leadership neutralizers

Back 32

subordinate, task or organizational characteristics that can interfere with a leader's actions or make it impossible for a leader to influence followers' performance

Front 33

trait theory

Back 33

leadership theory that holds that effective leaders possess a similar set of traits

Front 34

traits

Back 34

relatively stable characteristics such as abilities, psychological motives, or consistent patterns of behaviour

Front 35

initiating structure

Back 35

the degree to which a leader structures the roles of the followers by setting goals giving directions and setting deadlines and assigning taks

Front 36

consideration

Back 36

the extent to which a leader is friendly approachable supportive and shows concern for employees

Front 37

contingency theory

Back 37

leadership theory that states that in order to maximize work group performance leaders must be matched to situation that fits the leadership style

Front 38

situational favourableness

Back 38

the degree to which a particular situation either permits or denies leader the chance to influence the bahaviour of gorup members

Front 39

leader-member relations

Back 39

the degree to which follower's respect trust and like their leaders

Front 40

task structure

Back 40

the degree to which the requirements of a subordinates tasks are clearly specified

Front 41

situational theory

Back 41

leadership theory that statest that leaders need to adjust their leadership styles to match follower's maturity

Front 42

worker maturity

Back 42

the ability and willingness to take responsibility for directing one's behaviour at work

Front 43

4 leadership styles for Hersey and Blanchard's theory

Back 43

telling, selling, participating, delegating

Front 44

strategic leadership

Back 44

teh ability to anticipate envision maintain flexibility think strategically and work with others to initiate changes that will create a positive future for an organization