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    CCB Leadership

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    This document discusses leadership, motivation, and perception. It covers several theories of motivation including Maslow's hierarchy of needs, ERG theory, and McClelland's needs theory. Leadership styles like directive, supportive, and participative are examined. Factors that influence perception like needs, attitudes, interests and past experiences are also summarized. The five stages of the perceptual process are outlined.

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    CCB Leadership

    Uploaded by

    rajavikramarka
    35 views36 pages
    This document discusses leadership, motivation, and perception. It covers several theories of motivation including Maslow's hierarchy of needs, ERG theory, and McClelland's needs theory. Leadership styles like directive, supportive, and participative are examined. Factors that influence perception like needs, attitudes, interests and past experiences are also summarized. The five stages of the perceptual process are outlined.

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    This document discusses leadership, motivation, and perception. It covers several theories of motivation including Maslow's hierarchy of needs, ERG theory, and McClelland's needs theory. Leadership styles like directive, supportive, and participative are examined. Factors that influence perception like needs, attitudes, interests and past experiences are also summarized. The five stages of the perceptual process are outlined.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    35 views36 pages

    CCB Leadership

    Uploaded by

    rajavikramarka
    This document discusses leadership, motivation, and perception. It covers several theories of motivation including Maslow's hierarchy of needs, ERG theory, and McClelland's needs theory. Leadership styles like directive, supportive, and participative are examined. Factors that influence perception like needs, attitudes, interests and past experiences are also summarized. The five stages of the perceptual process are outlined.

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    of 36

    Leadership and Motivation

    INTRODUCTION
    2 major influences affect how individuals perform:
    1. The type of leadership that exists
    2. Personal motivation

    Important to look at these two concepts as


    interconnected and dependent on individual
    situations
    WHAT IS MOTIVATION?
    Motivation is defined as the extent to which
    persistent effort is directed toward a goal

    1. Effort - must be defined in relation to its appropriateness


    to the objectives being pursued.
    2. Persistence - relates to the willingness of the individual to
    stay with a task until it is complete
    3. Direction - measured in terms of how persistent effort is
    applied in relation to the goals being pursued
    4. Goals - individual goals and organizational goals (must be
    compatible)
    TYPES OF MOTIVATION
    Extrinsic Motivation
    - Factors in the external environment such as pay,
    supervision, benefits, and job perks
    Intrinsic Motivation

    - Relationship between the worker and the task


    5 WAYS TO MOTIVATE A TEAM
    1. Figure out what makes them tick (individual
    needs)
    2. Give clear expectations
    3. Consistent reinforcement and consequences
    4. Healthy competition
    5. Change out team members
    NEEDS-BASED MOTIVATION
    Maslows Hierarchy of Needs:
    Physiological
    Safety
    Relationship
    Esteem
    Self-actualization

    The more you move from basic to higher level needs, the
    more motivation depends on internal factors
    Important that organizations present opportunities to
    satisfy such needs
    Physiological needs- These are the basic needs of air, water, food, clothing
    and shelter. In other words, physiological needs are the needs for basic
    amenities of life.
    Safety needs- Safety needs include physical, environmental and emotional
    safety and protection. For instance- Job security, financial security,
    protection from animals, family security, health security, etc.
    Social needs- Social needs include the need for love, affection, care,
    belongingness, and friendship.
    Esteem needs- Esteem needs are of two types: internal esteem needs (self-
    respect, confidence, competence, achievement and freedom) and external
    esteem needs (recognition, power, status, attention and admiration).
    Self-actualization need- This include the urge to become what you are
    capable of becoming / what you have the potential to become. It includes
    the need for growth and self-contentment. It also includes desire for gaining
    more knowledge, social- service, creativity and being aesthetic. The self-
    actualization needs are never fully satiable. As an individual grows
    psychologically, opportunities keep cropping up to continue growing.
    NEEDS-BASED MOTIVATION
    Alderfers ERG Theory:
    Existence
    Relatedness
    Growth

    Similar to Maslows Hierarchy in that it focuses on a


    differing levels of needs, which are usually satisfied in
    order of importance
    Unlike Maslows theory in that it allows for higher needs to
    be met before lower-level needs under certain
    circumstances
    Existence needs- These include need for basic material necessities. In short,
    it includes an individuals physiological and physical safety needs.

    Relatedness needs- These include the aspiration individuals have for


    maintaining significant interpersonal relationships (be it with family, peers or
    superiors), getting public fame and recognition. Maslows social needs and
    external component of esteem needs fall under this class of need.

    Growth needs- These include need for self-development and personal


    growth and advancement. Maslows self-actualization needs and intrinsic
    component of esteem needs fall under this category of need.
    NEEDS-BASED MOTIVATION
    McClellands Theory of Needs: This theory states that human behaviour is
    affected by three needs - Need for Power, Achievement and Affiliation.

    Need for achievement is the urge to excel, to accomplish in relation to a set


    of standards, to struggle to achieve success.

    Need for power is the desire to influence other individuals behaviour as per
    your wish. In other words, it is the desire to have control over others and to
    be influential.

    Need for affiliation is a need for open and sociable interpersonal


    relationships. In other words, it is a desire for relationship based on co-
    operation and mutual understanding.
    VROOMS EXPECTANCY THEORY

    It proposes that people decide what to do based on what we expect


    the outcome to be. At work, it might be that we work longer hours
    because we expect a pay rise.

    Expectancy Theory is based on three elements:

    1. Expectancy the belief that your effort will result in your


    desired goal. This is based on your past experience, your self
    confidence and how difficult you think the goal is to achieve.
    2. Instrumentality the belief that you will receive a reward if you
    meet performance expectations.
    3. Valence the value you place on the reward.
    LEADERSHIP
    Once it is known what motivates people,
    leadership can be thought of in relation to
    individual situations
    Two main types of leaders:

    Emergent

    Assigned
    LEADERSHIP SHAPING BEHAVIOR
    Rewards the most effective type of
    reinforcement
    E.g. Compliments, tangible benefits, etc.
    Punishments have minimal impact on
    behaviour
    E.g. Reprimands, withholding of raises,
    unfavorable task assignments, etc.
    LEADERSHIP STYLES
    Directive - includes scheduling work,
    maintaining performance standards, and letting
    subordinates know what is expected from them
    Supportive - friendly, approachable, and
    concerned with pleasant interpersonal
    relationships.
    Participative leaders will consult with their
    subordinates, and consider their opinions.
    Achievement-oriented - encourages subordinates
    to exert higher efforts and strive for a higher
    level of goal accomplishment.
    SITUATIONAL FACTORS
    2 major situational factors affecting leader
    success:
    Subordinate Characteristics aptitude,
    individual needs
    Environmental factors task urgency, clarity,
    appropriateness of leaders style to the situation,
    timing
    PARTICIPATIVE LEADERSHIP
    Has a wide range of applications Can have total
    involvement of subordinates in implementation,
    planning, etc.
    Possible benefits of participation:
    Motivation
    Quality
    Acceptance
    Possible Pitfalls
    Requires a lot of time and energy
    Resentment
    Best to use this style when employees are
    part of a team for an extended period and
    are knowledgeable/proficient
    LEADERSHIP STYLES
    Vroom and Jagos styles:
    Autocratic
    Consultative
    Group
    QUALITIES OF SUCCESSFUL LEADERS
    Intellectual Stimulation
    Energy

    Self-confidence

    Assertiveness

    Dominance

    Motivation

    Honesty and Integrity

    Charisma
    PERCEPTION
    Perception is a process by which individuals
    organize and interpret their sensory impressions
    in order to give meaning to their environment.
    FACTORS THAT INFLUENCE
    PERCEPTION
    FACTORS THAT INFLUENCE PERCEPTION
    Needs - Unsatisfied needs or motives stimulate individuals and may exert a
    strong influence on their perception.
    Self-concept - It refers how a person perceives himself/herself which in turn
    influence his or her perception of the world around them.
    Attitudes: The preferences and likingness affects ones perception.
    Interests: Individuals focus of attention is also influenced by the interests of
    people. A plastic surgeon will more likely to notice an imperfect nose than a
    plumber.
    Past experiences: Individuals past experiences also influence in molding ones
    perception. For example if one has had problem responding to examination
    questions in the past, he or she will tend to perceive even simple, straightforward

    examination question as tricky.


    FIVE STAGES IN PERCEPTUAL PROCESS
    Stage I: Observation Phase It depicts the
    environmental stimuli being observed by the
    fives senses of the perceived
    Stage II: Selection of the Stimuli: This is
    governed both by factors external to the
    perceived, such as the characteristics of the
    stimulus, and internal to the individual, such as
    the personality disposition and motivations of the
    perceiver.
    FIVE STAGES IN PERCEPTUAL PROCESS
    Stage III: Organizing Stage In this stage, the
    perceiver is influenced by figure and ground, grouping,
    and several perceptual errors such as stereotyping halo
    effects, projection and perceptual defense.
    Stage IV: Interpretation Stage: This stage is
    governed by the perceivers assumptions of people and
    events and attributions about causes of behavior and
    feelings.
    Stage V: Behavior Response: In this stage the
    response of the perceiver takes on both covert and overt
    characteristics. Covert response will be reflected in the
    attitudes, motives, and feelings of the perceiver and
    overt responses will be reflected in the actions of the
    individual.
    ATTITUDES
    Attitudes are evaluative statementseither favorable or
    unfavorableabout objects, people, or events. They reflect
    how we feel about something. When I say I like my job, I am
    expressing my attitude about work.
    ATTITUDE - COMPONENTS

    Cognitive component of an attitude a description of or belief in


    the way things are. It sets the stage for the more critical part of an
    attitude,

    Affective component . Affect is the emotional or feeling segment


    of an attitude and is reflected in the statement I am angry over how
    little Im paid. Finally, affect can lead to behavioral outcomes.

    The behavioral component of an attitude describes an intention to


    behave in a certain way toward someone or somethingto continue
    the example, Im going to look for another job that pays better.
    ATTITUDE - COMPONENTS
    SOURCES OF ATTITUDES
    Family Members: Parents or siblings influence strongly to form
    favorable or unfavorable attitudes towards various objects.

    Reference Group: People tend to form a strong attitude based on the


    influence of powerful personalities whom they admire a lot. For
    example, celebrities, charismatic political or religious leaders
    significantly influence either to strengthen the existing attitudes or
    form new attitudes.

    Peer Group influence: Friends or colleagues at work place will have a


    strong influence on the formation of certain attitudes or belief system
    due to pressure to conforming to their norms, standards, values etc.
    MAJOR JOB ATTITUDES
    Job Satisfaction A positive feeling about ones job resulting from an
    evaluation of its characteristics.

    Job Involvement The degree to which a person identifies with a job,


    actively participates in it, and considers performance important to self-
    worth.

    Psychological Empowerment Employees belief in the degree to


    which they affect their work environment, their competence, the
    meaningfulness of their job, and their perceived autonomy in their
    work.
    MAJOR JOB ATTITUDES
    Organizational Commitment The degree to which an employee
    identifies with a particular organization and its goals and wishes to
    maintain membership in the organization.
    Perceived Organizational Support (POS) The degree to which
    employees believe an organization values their contribution and
    cares about their well-being.

    Employee Engagement An individuals involvement with,


    satisfaction with, and enthusiasm for the work he or she does.
    COGNITIVE DISSONANCE THEORY

    Cognitive dissonance refers to any incompatibility


    between their behavior and attitudes or incompatibility
    among a various attitudes. In general, people always
    prefer a consistency or equilibrium in their life.

    It is very difficult process to avoid dissonance


    completely. But one can minimize the occurrences of
    such dissonance by carefully choosing the choices or
    changing the attitudes suitably.
    SELF-PERCEPTION THEORY

    Attitudes are used to make sense out of an action that has


    already occurred. When asked about an attitude towards
    some object, individuals recall their behavior relevant to that
    object and then infer their attitude from the past behavior.
    VALUES

    Values represent basic convictions that a specific mode


    of conduct or end-state of existence is personally or
    socially preferable to an opposite or converse mode of
    conduct or end-state of existence.

    They contain a judgmental element in that they carry an


    individuals ideas as to what is right, good, or desirable.
    VALUES

    The Importance of Values

    Values lay the foundation for our understanding of peoples


    attitudes and motivation and influence our perceptions.

    We enter an organization with preconceived notions of what


    ought and ought not to be. These notions are not value-
    free; on the contrary, they contain our interpretations of right
    and wrong and our preference for certain behaviors or
    outcomes over others.
    VALUES

    Value System A hierarchy based on a ranking of an


    individuals values in terms of their intensity.

    Terminal Values Desirable end-states of existence; the


    goals a person would like to achieve during his or her
    lifetime.

    Instrumental Values Preferable modes of behavior or


    means of achieving ones terminal values.
    INTERNATIONAL VALUES

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