Chapter 10
Leading:
Motivating and
Influencing
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Learning Objectives
• Define motivation
• Explain eight approaches to motivation
• Compare and contrast different approaches for
motivating employees
• Define and describe power used by leaders in
organizations
• Identify the different types of power leaders may
have
• Explain when power is likely to be used—and
abused
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Influencing and Motivating
• Influencing and motivating are a big part of
leadership.
• Top executives motivate their management
team and organization.
• Middle managers motivate employees in their
departments.
• Lower-level managers motivate workers in
their work units.
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Motivation
The desire and willingness of a person
to expend effort
to reach a particular goal or outcome
(French 2007)
• Motivation to work is not the same as doing work.
– Motivated worker might be unable to work because
of broken equipment, assignment to other tasks, lack
of time, or other reasons.
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Motivation Theories
Content theories focus on human needs and other needs all
people have.
Process theories focus on the context in which work is
done and how people think and feel about work.
Content Theories Process Theories
Maslow’s hierarchy of needs theory Vroom’s expectancy theory
Alderfer’s ERG theory Adams’s equity theory
McClelland’s learned needs theory Locke’s goal-setting theory
Herzberg’s two factors theory Skinner’s reinforcement theory
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Motivation Theories
• A single approach to motivation will not work
well for everyone.
• A single approach to motivation will not fit
one person forever—the approach will have to
change over time.
One size does not fit all.
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Maslow’s Hierarchy of Needs
• Workers try to satisfy lower needs before higher needs.
• Needs may overlap.
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Examples of Maslow’s Five Needs
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Alderfer’s ERG Theory
• People try to satisfy three needs:
– Existence
– Relatedness
– Growth
• They might pursue
higher needs
before fulfilling
lower needs.
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Examples of Alderfer’s Three Needs
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McClelland’s Learned Needs Theory
• People grow up learning and acquiring three
needs in varying strengths and intensities:
– Achievement
– Affiliation
– Power
• Workers strive to
fulfill these needs
(in different amounts).
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Herzberg’s Two Factors Theory
• Two factors: satisfaction and dissatisfaction
– These are separate concepts.
– These are not opposite ends of one scale.
– A worker may feel each factor to varying degrees
(e.g., on a scale of 0–10).
• Workers are motivated by things that increase
feelings of satisfaction.
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Herzberg’s Two Factors Theory
Satisfaction and dissatisfaction are mostly caused by
different factors (though some factors could affect both
satisfaction and dissatisfaction).
Satisfaction (Motivators) Dissatisfaction (Hygiene)
Achievement Company policies
Growth Pay
Recognition Supervision
Responsibility
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Vroom’s Expectancy Theory
• Based on work effort, performance, and outcomes
– Outcomes must be valued by a worker.
• Will worker’s effort produce the performance
needed to obtain a valued outcome?
• If worker expects the answer is yes, the worker will
be motivated to put forth the work effort.
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Adam’s Equity Theory
• Based on people’s desire to be treated fairly
(equitably)
• Based on worker’s
– inputs (e.g., expertise, effort, work produced)
– outcomes (e.g., pay, promotion, rewards)
• Motivation is affected by how fair a worker feels
outcomes are compared to inputs
– for oneself
– compared to other workers
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Locke’s Goal-Setting Theory
• Goals motivate people.
• Motivation from a goal increases when
– the goal is specific.
– the goal is challenging yet attainable.
– a worker knows the goal.
– a worker accepts the goal.
– a worker knows how to attain the goal.
– a worker receives feedback on goal progress.
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Skinner’s Reinforcement Theory
• People are motivated by consequences
(reinforcements) of their behavior and actions.
• Rewards and punishments are consequences
(reinforcements).
• Workers are motivated to behave in ways that
earn rewards and avoid punishments.
• Reinforcement works best when there is a clear
relationship between behavior/action and
consequence.
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Positive/Negative Consequences
• A worker will be motivated to behave or act a
certain way if the leader
– gives something positive.
– removes something negative.
• A worker will be motivated not to behave or act a
certain way if the leader
– gives something negative.
– removes something positive.
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Power
The ability of one person
to influence other people
to bring about desired outcomes
(Daft 2013)
• Important for leading, influencing, and motivating
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Types of Power
(continued)
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Types of Power (continued)
(continued)
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Types of Power (continued)
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Organizational Politics
• We can think of politics as “the use of power to
influence decisions” (Daft 2013, 543).
• In organizations, managers may strive to gain favors
and favorable decisions through politics.
• Political tactics include activities such as
– persuasion
– inspirational appeal
– ingratiation
– favors and gifts
– emphasizing loyalty
– making threats
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When Will Power Be Used?
Power will be used in organizations when there is/are
• important decisions
• difficulty assessing performance
• uncertainty and disagreement
• incompatible, conflicting goals
• decentralized, diffuse power
• interdependence, coordination
• structural change
• management succession
• limited resources and budgets
• different attitudes, values, and subcultures
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When Will Power Be Abused?
Power will be abused in organizations when there is/are
• information ambiguity
• fuzzy means to ends
• overly centralized decision-making structure
• scarcity of rival coalitions
• one-sided interdependencies
• complacent organizational culture
Try to avoid abuse of power by minimizing these situations.
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One More Time
• Managing involves leading, and leading involves motivating.
• Content theories of motivation include Maslow’s hierarchy of
needs theory, Alderfer’s ERG theory, McClelland’s learned needs
theory, and Herzberg’s two factors theory.
• Process theories of motivation include Vroom’s expectancy
theory, Adams’s equity theory, Locke’s goal-setting theory, and
Skinner’s reinforcement theory.
• Different motivations are needed for different people.
• Individual people and individual positions in organizations have
different types of power.
• Power is not constant and may change as circumstances change.
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