Leadership -- Chapter 9

Front 1

motivation definition

Back 1

anything that provides direction, intensity, and persistence to a behavior

- not directly observable

Front 2

effectiveness definition

Back 2

involves making judgements about the adequacy of behavior with respect to certain criteria like work group or org. goals

(example: academy awards indicate effectiveness of director)

Front 3

relationship between motivation, satisfaction, and performance

Back 3

-- motivation does not always ensure good performance (only if KSAs & resources are in place)

-- satisfaction and motivation positively correlated

-- satisfaction and performance correlated, but satisfaction has only an indirect effect on performance

Front 4

Maslow's hierarchy of needs

Back 4

People are motivated by five needs:

physiological needs, security needs, need for affiliation (belongingness), need for self-esteem, and need for self-actualization

-- ALL people's behavior can be understood primarily as the effort directed to satisfy a particular level of need in the hierarchy

Front 5

achievement orientation

Back 5

strength of a person's motivation to achieve success

-- related to conscientiousness

-- people high in AO prefer tasks that provide immediate and ample feedback and are moderately difficult

-- leaders should give high achievers clear goals and resources they need to succeed

Front 6

goal setting

Back 6

from leader's perspective: setting clear performance targets and helping followers create systematic plans to achieve them

Goals should be:

- specific and difficult

- commitment is critical

- should be accompanied by feedback

Front 7

pygmalion and golem effects

Back 7

pygmalion effect -- when leaders articulate high expectations for followers & get these results

golem effect -- leaders who have little faith in follower's ability to accomplish a goal are rarely disappointed

Front 8

operant approach definitions

Back 8

reward -- consequence that increases likelihood a behavior will be repeated

punishment --administration of aversive stimulus or withdrawal of something desirable, each will decrease likelihood a behavior will be repeated

contingent -- consequence of behavior vs. non-contingent

extinction -- behaviors not rewarded become extinct

-- rewards work better than punishments

Front 9

Guidelines for implementing an operant system

Back 9

1. specify important behaviors

2. determine if these behaviors are currently punished, rewarded, or ignored

3. find ou t what followers find rewarding and punishing

4. be wary of creating perceptions of inequity with tailored rewards

5. don't limit to org. sanctioned rewards

6. administer in contingent manner whenever possible

Front 10

empowerment approach

Back 10

top-down process: of empowerment: about delegation and accountability

bottom-up process: focus on intelligent risk taking, growth, change, trust, and ownership

2 key components: delegate leadership and decision making, and equip followers with resources, knowledge, and skills to make good decision

(both delegation and developmental components)

Front 11

3 macro psychological components of empowerment

Back 11

1. motivation

2. learning

3. stress

(learning and stress benefits more clearcut, motivation has a mixed record)

Front 12

4 micro components of empowerment

Back 12

empowered employees have high:

1. self-determination

2. meaning

3. competence

4. influence

Front 13

Affectivity theory of job satisfaction

Back 13

affectivity: one's tendency to react to stimuli in a consistent emotional manner -- can be positive or negative

- strong genetic component

- may minimize effect leader has if follower is high on positive or negative affectivity

Front 14

Herzberg's two-factor theory

Back 14

Separate factors that lead to satisfaction at work (motivators) and dissatisfaction at work (hygiene).

-- raise satisfaction by equately satisfying the hygiene factors while maximizing the motivators (focus on motivators)

-- has little empirical support beyond Herzberg's own results

Front 15

organizational justice theory

Back 15

-- people treated unfairly are less productive, satisfied, and committed

interactional justice: degree to which info is given about rewards and ppl treated with respect

distributive justice: perceptions of level of reward/punishment is commensurate with performance or infraction

procedural justice: the process by which rewards or punishments are administered (more satisfied if punishments had warnings)