Chapter 5 – Motivation and leadership

Motivation explains the direction, intensity, and persistence of human behavior.

1. Direction: Decision to behave in a certain way.

2. Intensity: Energy invested in the action.

3. Persistence: Tenacity in pursuing a goal despite resistance.

1. Refers to the decision to behave in a certain way.

2. Example: Why does an applicant choose one job offer and reject another?

• Concerns the energy invested in the action.

• Example: Why does one employee exert a task with all their strength, while another works listlessly?

1. Describes the tenacity with which a goal is pursued in the face of resistance.

2. Example: Why does one employee not let any obstacle deter them from their path, while another resigns at the first difficulty?

Motivation provides an answer to the question of what the commitment and performance of employees depend on.

A model for describing the motivation of people, categorizing needs into groups, and stating that people are motivated by unsatisfied needs.

1. Needs Grouping: Needs can be viewed as groups.

2. Motivation by Unsatisfied Needs: People are motivated by unsatisfied needs.

3. Hierarchy of Needs: Needs are ranked in a hierarchy.

Higher classes of needs become important for behavior only when the needs of the lower level are largely met.

1. Human beings want to be treated fairly.

2. People compare themselves with others:

   • What is their own effort? What are the efforts of others?

   • What is their own reward? What are the rewards for others?

3. When differences are perceived, humans experience tensions.

4. Humans try to avoid tensions and want to reduce perceived differences.

What I put into my job:

• Time

• Effort

• Ability

• Loyalty

• Tolerance

• Flexibility

• Integrity

• Commitment

• Reliability

• Heart and soul

• Personal sacrifice, etc.

What I get from my job:

• Pay

• Bonus

• Perks

• Benefits

• Security

• Recognition

• Interest

• Development

• Reputation

• Praise

• Responsibility

• Enjoyment, etc.

1. Scales are calibrated and measured against comparable references in the marketplace.

2. People become demotivated, reduce input, and/or seek change/improvement whenever they feel their inputs are not being fairly rewarded.

3. Fairness is based on perceived market norms.

1. Change input: Increase or decrease efforts.

2. Change output: Increase or decrease salary.

3. Change of exchange relationship: Leave the employer.

4. Influence on comparative person: More or less output by the comparative person.

5. Change of comparative person: Comparison with person B instead of person A.

Managers should ensure fair treatment, provide transparent communication about rewards, and conduct regular performance and salary reviews to address perceived inequities.

1. People perform best with a clear chain of command.

2. Rewards and punishments motivate employees.

3. Obeying instructions of superiors is the main goal of subordinates.

4. Subordinates need careful monitoring.

1. Defines goals clearly and operationally.

2. Controls the path taken by employees to achieve their goals.

3. Controls the results and target achievement levels.

4. Rewards goal achievement, punishes goal failure.

• Focus:

  • Short-term goals.

  • Standard rules and procedures.

  • Low level of creativity and innovation.

  • No personal bond between leader and subordinate.

• Effective in:

  • Decisions of cost cutting and improving productivity.

1. People will follow a person who inspires them.

2. Leaders need to have a vision.

3. The leader’s task is to distribute enthusiasm and energy.

4. Tasks are delegated to followers to act autonomously.

1. Motivation and Leadership:

   • Communicating inspiring visions and meaningful goals.

   • Promoting intrinsic motivation.

2. Intellectual Stimulation:

   • Stimulating new ideas and ways of thinking.

   • Stimulating creative abilities.

3. Idealized Influence:

   • Conveying values and ideals.

   • Acting as a role model.

   • Generating respect and trust.

4. Individual Attention:

   • Taking care of employees.

   • Acting as a coach and consultant.

   • Developing employees' skills and strengths in a targeted manner.

1. Benefits:

   • High job satisfaction, organizational commitment, and engagement.

   • Suitable for challenges of the VUCA world.

2. Challenges:

   • Difficult to train as it combines several leadership theories.

   • Based on attitude (cultural fit).

1. Coordination Mechanism:

   • Transactional: Contracts, reward, punishment.

   • Transformational: Enthusiasm, togetherness, trust, creativity.

2. Way of Motivating:

   • Transactional: Extrinsic incentives.

   • Transformational: Intrinsic incentives.

3. Perspective of Goal Achievement:

   • Transactional: Short-term.

   • Transformational: Middle- to long-term.

4. Goal Content:

   • Transactional: Material goals.

   • Transformational: Idealistic goals.

5. Role of the Manager:

   • Transactional: Instructor.

   • Transformational: Coach.