Leader as
Relationship Builder
and Social Architect
LEADERSHIP AND
MOTIVATION
Employee motivation affects
Motivation refers to the forces
productivity, so part of a
either internal or external to a
leader’s job is to channel
person that arouse enthusiasm
followers’ motivation toward
and persistence to pursue a
theaccomplishment of the
certain course of action.
organization’s vision and goals.
Intrinsic rewards come from the
internal satisfaction and enjoyment
Intrinsic a person receives in the process of
performing a particular action
and
Extrinsic Extrinsic rewards are given by
Rewards another person, typically a
supervisor, and include promotions
and pay increases
Intrinsic and Extrinsic Rewards
• Solving a problem to benefit others may fulfill a personal
mission, or the completion of a complex task may bestow a
pleasant feeling of accomplishment. An intrinsic reward is
internal and under the control of the individual, such as to
engage in task behavior to satisfy a need for competency and
self-determination.
• Extrinsic Rewards -they originate externally as a result of
pleasing others, extrinsic rewards compel individuals to
engage in a task behavior for an outside source that provides
what they need, such as money to survive in modern society.
• As a leader, you can
provide extrinsic rewards, such
as promotions, pay raises,
LEADER ACTION MEMO and praise, but also help
followers achieve intrinsic rewards
and meet their higher-level
needs for accomplishment,
growth, and fulfillment.
• At Morrison Management Specialists, for example, which
provides food, nutrition, and dining services to the healthcare
Example and senior living industries, leaders provide training sessions
under the title of “Our Great Partnership” and strive to help
people see how their jobs make a difference in the lives of
elderly or ill people.
Positive and Negative Motives
• Good leaders rely on positive motives as much as they can. However,
negative approaches also have value.
• In the real world, almost every leader sometimes has to impose some form
of punishment or tap into negative motives to get desired actionsand
results.
• some companies have found that penalizing employees for smoking or
being overweight by charging extra for health insurance is an effective way
to change behaviors and lower company health care costs.
• The practice is growing, with leaders citing behavioral science research
showing that people typically respond more strongly to a potential loss (a
penalty for not losing weight), referred to as loss aversion, than to
an expected gain (a reward for losing weight).
Hierarchy of Needs Theory
NEEDS-BASED
THEORIES OF
MOTIVATION Maslow’s hierarchy of needs theory
proposes that humans are
motivated by multiple needs and
those needs exist in a hierarchical
order,
Two-Factor Theory
Reinforcement perspective
Expectancy theory
Three additional
motivation Equity theory
theories
• They focus primarily on extrinsic
rewards and punishments Relying on
extrinsic rewards and punishments is
sometimes referred to as the carrot-
and-stick approach.
Equity theory
• Sometimes employees’ motivation is affected not only by their
expectancies and the rewards they receive but also by their
perceptions of how fairly they are treated in relation to others.
• Equity theory proposes that people are motivated to seek social
equity in the rewards they receive for performance.
• According to the theory, if people perceive their rewards as equal to
what others receive for similar contributions, they will believe they
are treated fairly and will be more highly motivated.
Examples
• Indra Nooyi, When she was the CEO of PepsiCo, sent thank-you
notes not only to members of her team who do well but also to
their spouses and parents.
• Globoforce’s most recent MoodTracker Survey found that 82
percent of employees said being recognized for their
efforts increased their motivation. “It made me work harder, want
to come to work every day, and I was proud to work for my boss,”
The moral of the story
• The motivation to seek an extrinsic reward, whether it’s a bonus or
professional approval, leads people to focus on the reward rather
than on the intrinsic satisfaction they get from their activities.
Extrinsic rewards are temporary.
• They typically address lower-level needs and focus people on
immediate goals and deadlines rather than long-term success and
happiness.
As a leader, you can change follower
behavior through the appropriate use of
rewards and punishments.
LEADER To establish new behaviors quickly, you
ACTION can reinforce the desired behavior after
each and every occurrence.
MEMO
To sustain the behaviors over a long
time period, try reinforcing the
behaviors intermittently.
EMPOWERING • Empowerment refers to power
PEOPLE TO sharing, the delegation of power
MEET HIGHER or authority to subordinates in the
organization
NEEDS
Employees receive information about
company performance
The Employees receive knowledge and skills
to contribute to company goals
Psychological
Model of Employees have the power to make
Empowerment substantive decisions
Employees understand the meaning and
impact of their jobs
• [Link]
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[Link]
• [Link]
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Leaders role in-groups/
in a group
R1_Chapter 10
• Touchpoint Leaders build and facilitate
relationships between people, groups
and systems to provide energy,
coherence and sustainable growth,
Touch Point embracing and nurturing difference as
a source of value and innovation.
Leadership • They intentionally grow as leaders
through their interactions with others,
bringing a heightened awareness of
personal, interpersonal and systems
awareness in a way that generates
collaboration and mutual
accountability across the business.