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Chapter 3
Leadership Behavior
and Motivation
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Learning Objectives
Understand what the behavioral approach
to leadership entails
 Describe the Big Ten studies (Iowa,
Michigan, Ohio State)
 Understand what the research has
suggested about leadership style
 Understand the Blake and Mouton
Managerial Grid
 Define motivation and understand the
motivation process

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Learning Objectives
Describe the content theories of
motivation (Hierarchy of Needs, TwoFactor, Acquired Needs)
 Describe the process theories of
motivation (Equity, Expectancy, GoalSetting, and Reinforcement)
 Understand the criteria advisable when
motivating employees using incentive
compensation

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Leadership Behavior
and Leadership Style
 Leadership style is the combination of
traits, skills, and behaviors leaders use as
they interact with followers
 Relationships are good predictors of
employee behavior and performance
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University of Iowa Leadership Styles
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University of Michigan Leadership Styles
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The Ohio State University Leadership Model:
Four Leadership Styles, Two Dimensions
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Research on Leadership Style
 There is no one best leadership style in all
situations
 Suggests that employees are more
satisfied with a leader who is high in
consideration
 Many leadership functions can be carried
out by someone besides the designated
leader of a group
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Blake, Mouton, and McCanse
Leadership Grid
Country-club
leader
Concern
for
People
Impoverished
leader
1,9
9,9
Team leader
5,5
Middle-of-the-road
leader
1,1
9,1
Authoritycompliance leader
Concern for Production
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Behavior Theory Contributions
and Applications
 Led to a shift in the leadership paradigm
to contingency leadership theory
 Recognized that organizations need both
production and people leadership
 Supports the notion of co-leadership
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Motivation and Leadership
 Is anything that affects behavior in
pursuing a certain outcome
 An important leadership competency is
the ability to motivate followers
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The Motivation Process
Need
Motive
Behavior
Consequence
Satisfaction or Dissatisfaction
Feedback
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Content Motivation Theories
Content Motivation
Theories
Hierarchy of
Needs
Acquired
Needs
Two-Factor
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Maslow’s Hierarchy of Needs
SelfActualization
Needs
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
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Herzberg’s Two-Factor Theory
Motivation Model
 Maintenance factors
 Extrinsic motivators
 Motivator factors
 Intrinsic motivators
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Acquired Needs Theory
 Proposes that people are motivated
by their need for:
 Achievement
 Power
 Affiliation
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Process Motivation Theories
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Equity theory
Expectancy theory
Goal-setting theory
Reinforcement theory
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Equity Theory
 Proposes that people are motivated when
their perceived inputs equal outputs
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Expanding Equity Theory:
Organizational Justice

Organizational justice reflects the extent
to which employees perceive they are
treated fairly at work


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Procedural justice
Interactional Justice
Distributive justice
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Motivating with Equity Theory
 Understand that equity is based on
perception, which may not be correct
 Rewards should be equitable
 High performance should be rewarded
 When incentive pay is used, ensure that
clear standards exist
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Expectancy Theory
 Proposes that employees are motivated
when:
 They believe they can accomplish the task
 They will get the reward
 The rewards for doing so are worth the effort
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Expectancy Theory Variables
 Expectancy is a person’s perception of his
or her ability to accomplish an objective
 Instrumentality is the belief that
successful performance will result in
receiving the reward
 Valence is the value a person places on
the outcome or reward
Motivation =
Expectancy × Instrumentality × Valence
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Expectancy Theory
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Motivating with Expectancy Theory
 Clearly define objectives and the required
performance to achieve them
 Tie performance to rewards
 Be sure rewards are of value to the
employee
 Make sure employees believe you will do
what you say you will do
 Use the Pygmalion effect to increase
expectations
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Goal-Setting Theory
 Proposes that specific, challenging goals
motivate people
 Goals give people a sense of purpose as
to why they are working to accomplish a
given task
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Criteria for Objectives
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Singular result
Specific
Measurable
Target date
Difficult but achievable
Participatively set
Commitment of employees
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Reinforcement Theory
 Proposes that through the consequences
for behavior, people will be motivated to
behave in predetermined ways
 Uses:
 Behavior modification
 Operant conditioning
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Types of Reinforcement
 Positive reinforcement
 Encourages continued behavior via attractive
consequences (rewards)
 Avoidance (negative) reinforcement
 Encourages desired behavior with negative
consequences for undesired behavior
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Types of Reinforcement (cont.)
 Punishment
 Provides undesirable consequences for
undesirable behavior
 Extinction
 Often used with punishment to reduce or
eliminate undesirable behavior
 Reinforcement is withheld when undesirable
behavior is performed
 However, don’t ignore good performance
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Schedules of Reinforcement
 Continuous reinforcement
 Each and every desired behavior is reinforced
 Intermittent reinforcement
 Based on passage of time or output
– Passage of time is called an interval schedule
– Output is called a ratio schedule
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Intermittent Reinforcement
 Fixed
interval schedule
 Variable interval scale
 Fixed ratio scale
 Variable ratio scale
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Motivating with Reinforcement
 Set clear objectives
 Employees must understand what is expected
 Select appropriate rewards
 Must be seen as rewards
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Select the appropriate reinforcement schedule
Do not reward unworthy performance
Look for the positive
Give sincere praise
Do things for your employees
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Giving Praise
 Feedback and praise have a strong
impact on performance
 Can help develop a positive self-concept
in employees
 Can cause the Pygmalion effect
 Creates a win–win situation
 Takes only a little time
 Costs nothing
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Giving Praise Model
STEP 1
STEP 2
STEP 3
STEP 4
Tell the employee
exactly what was
done correctly.
Tell the employee
why the behavior
is important.
Stop for a
moment of
silence.
Encourage repeat
performance.
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Motivation and Incentive Compensation
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Certain criteria are advisable:
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Rewards must be linked to performance and be
measurable
The rewards must satisfy individual needs
The rewards should be agreed upon by the
leader and employees
The rewards must be believable
The rewards must be achievable
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