ME 4625 Kỹ năng Lãnh đạo- Leadership- HK1-2024

Leader

Personality
Position
Expertise,
Etc.

An Interactional
Framework For
Analyzing Leadership
Leadership
Values Task
Norms Stress
Cohesiveness,
Followers Environment, Situation
Etc. Etc.
FOCUS ON THE
FOLLOWERS &
FOLLOWERSHI
P
FOCUS ON THE
FOLLOWERS &
FOLLOWERSHIP
Week Six
CHAPTER NINE & TEN
  DEFINING MOTIVATION, SATISFACTION,
ENGAGEMENT, PERFORMANCE, AND
EFFECTIVENESS
 UNDERSTANDING AND INFLUENCING FOLLOWER
FOLLOWERS MOTIVATION
 MOTIVES
MOTIVATION  ACHIVEMENT ORIENTATION
 GOAL SETTINGS
 THE OPERANT APPROACH
 EMPOWERMENT
DEFINING
MOTIVATION,
SATISFACTION,
ENGAGEMENT,
PERFORMANCE,
AND
EFFECTIVENESS
 Motivation

 Most researchers define motivation as anything

DEFINING that provides direction, intensity, and
MOTIVATION, persistence to behavior.
SATISFACTION,  Motivation comes into play whenever someone
chooses an activity or task to engage in, puts
ENGAGEMENT, forth a certain level of effort toward this activity,
PERFORMANCE, and persists with this effort for some time.
AND  Like personality traits, motivation is not directly
EFFECTIVENESS observable; it must be inferred from behavior.
 Higher motivation will usually affect performance
only if followers already have the abilities, skills,
and resources to get the job done.
 Performance vs Effectiveness

• Performance concerns behaviors directed toward

DEFINING the organization’s mission or goals or the
MOTIVATION, products and services resulting from those
SATISFACTION, behaviors.
ENGAGEMENT, • Performance differs from effectiveness, which
PERFORMANCE, involves making judgments about the adequacy
AND of behavior with respect to certain criteria such
EFFECTIVENESS as work group or organizational goals.
 Job Satisfaction vs employee engagement

 Job satisfaction is not how hard one works or how

DEFINING well one works, but rather how much one likes a
MOTIVATION, specific kind of work activity.
SATISFACTION,  Job satisfaction deals with one’s attitudes or
ENGAGEMENT, feelings about the job itself, pay, promotion or
PERFORMANCE, educational opportunities, supervision, coworkers,
AND workload, and so on.
EFFECTIVENESS  people who are more satisfied with their jobs are
more likely to engage in organizational
citizenship behaviors that not directly related to
one’s job but helpful to others at work. Happier
workers tend to be more helpful workers.
 Job Satisfaction vs employee engagement

 Employee engagement is the extent to which

DEFINING people are absorbed with, committed to, and
MOTIVATION, enthusiastic about their assigned work tasks.
SATISFACTION,  Engagement has elements of job satisfaction
ENGAGEMENT, and motivation, satisfied and motivated
PERFORMANCE, employees allocate the time and exert the effort
AND needed to complete assigned work activities.
EFFECTIVENESS  Employee engagement is a form of productivity.
 The relationships between motivation,
satisfaction, and engagement
• The implicit link between satisfaction, engagement, and
motivation is that satisfaction and engagement increase
DEFINING when people accomplish a task, particularly when the task
MOTIVATION, requires a lot of effort.
SATISFACTION, • Although satisfaction and performance are correlated, happy
workers are not always the most productive ones; nor are
ENGAGEMENT, unhappy or dissatisfied workers always the poorest
PERFORMANCE, performers.
AND • Despite the intuitive appeal of believing that satisfied
workers usually perform better, satisfaction has only an
EFFECTIVENESS indirect effect on performance.
• Employee engagement, rather than job satisfaction, had
strong relationships with job performance and team or unit
effectiveness.
• Profiles in Leadership 9.1.
UNDERSTANDING
AND
INFLUENCING
FOLLOWER
MOTIVATION
 Motives: How Do Needs Affect Motivation?
• Maslow’s theory provides some useful ideas on how to
improve motivation, but it does not make specific
predictions on what an individual will do to satisfy a
particular need.
UNDERSTANDING
• Deci and Hackman and Oldham, Daniel Pink described
AND three fundamental needs that drive employees who
INFLUENCING create new products or services or perform complex,
non-routine work including autonomy, mastery, and
FOLLOWER meaning.
• Autonomy: let followers have the freedom to work on
MOTIVATION things they find interesting
• Mastery: help followers develop those skills that will
enable them to perform at higher levels.
• Meaning is the notion of doing something that
matters, having an impact, or being a part of
something bigger than oneself.
 Motives: How Do Needs Affect Motivation?
• Pink maintains that rewards and punishment work well for motivating
employees doing routine, assembly-line work but do not help when it
comes to performing complex tasks or creating new products.
However, most professional athletes, movie stars, C-suite executives,
UNDERSTANDING mid-level leaders, and sales representatives do complex work yet
have their overall compensation tied to performance incentives.
AND • Pink believes followers need to be paid at market or better-than-
INFLUENCING market rates. Leaders need to get the money issue off the table for
autonomy, mastery, and meaning to have an impact;
FOLLOWER • These concepts are very idiosyncratic; what may be interesting,
impactful, developmental, or empowering to one follower may have
MOTIVATION just the opposite effect on another
• Gen Zers, Millennials/Gen Yers, Gen Xers, and Baby Boomers have a
lot in common when it comes to autonomy, mastery, and meaning.
• many jobs provide little autonomy or meaning and do not require a
high level of mastery. Trying to motivate followers “in useless jobs that
nobody wants to talk about” by appealing to their motives may be an
exercise in futility.
 Achievement Orientation: How Does Personality
AffectMotivation?
• An individual’s tendency to exert effort toward task
accomplishment depends partly on the strength of his or her
motivation to achieve success, or as Atkinson called it,
UNDERSTANDING achievement orientation.
AND • McClelland further developed Atkinson’s ideas and said that
individuals with a strong achievement orientation (or in
INFLUENCING McClelland’s terms, a strong need for achievement) strive to
accomplish socially acceptable endeavors and activities.
FOLLOWER • These individuals prefer tasks that provide immediate and
MOTIVATION ample feedback and are moderately difficult
• Additionally, individuals with a strong need to achieve feel
satisfied when they successfully solve work problems or
accomplish job tasks.
• People differ in the levels of effort they exert to accomplish
assignments, objectives, or goals.
 Goal Setting: How Do Clear Performance TargetsAffect
Motivation?
According to Locke and Latham, goals are the most powerful
determinants of task behaviors. Goals direct attention, mobilize effort,
help people develop strategies for achievement, and help people
continue exerting effort until the goals are reached. This leads, in turn,
UNDERSTANDING to even higher goals.
AND • Goals setting that were both specific and difficult resulted in
consistently higher effort and performance, when contrasted to “do
INFLUENCING your best” goals.

FOLLOWER • goal commitment is critical. Commitment to assigned goals was

often as high as commitment to goals followers helped to set,
MOTIVATION provided the leader was perceived to have legitimate authority,
expressed confidence in followers, and provided clear standards for
performance.
• Third, followers exerted the greatest effort when goals were
accompanied by feedback
Notes: do not set conflicting goals because followers can exert only so
much effort over a given time
 Goal Setting: How Do Clear Performance Targets Affect
Motivation?
• Goal accomplishment: Research by Dov Eden and his
associates in Israel has provided consistent support for the
Pygmalion and Golem effects.
UNDERSTANDING
• The Pygmalion effect occurs when leaders articulate high
AND expectations for followers; in many cases these expectations
INFLUENCING alone will lead to higher performing followers and teams.

FOLLOWER • The Golem effect is also true: leaders who have little faith
in their followers’ ability to accomplish a goal are rarely
MOTIVATION disappointed. Thus a leader’s expectations for a follower or
team have a good chance of becoming a self-fulfilling
prophecy (Chapter 2). These results indicate that leaders
wanting to improve individual performance or team
effectiveness should set high but achievable goals and
express confidence and support that the followers can get the
job done.
 The Operant Approach: How Do Rewards and
Punishment Affect Motivation?
• A reward increases the likelihood of repeating a behavior,
while punishment decreases it.
UNDERSTANDING • Rewards and punishments can be either contingent (based
on specific behaviors) or noncontingent (not tied to
AND behavior, like a fixed paycheck). Behaviors that are not
INFLUENCING rewarded may eventually disappear through extinction.

FOLLOWER • rewards are generally more effective than punishments,

especially when applied conditionally.
MOTIVATION • Incentive pay targeted at specific behaviors is the most
effective form of reward, followed by social recognition and
performance feedback
 The Operant Approach: How Do Rewards and Punishment
Affect Motivation?
• To improve followers' motivation and performance:
• clearly specify the desired behaviors and performance levels.
• Avoid creating perceptions of unfairness by being clear and
consistent with rewards and punishments.
UNDERSTANDING • Assess whether these behaviors are being punished, rewarded, or
AND ignored, ensuring no counterproductive incentives are in place.
• Identify what followers find rewarding or punishing, recognizing
INFLUENCING that preferences vary.

FOLLOWER
• use both formal and informal rewards, including non-monetary
incentives like social recognition and feedback

MOTIVATION
• Administer rewards and punishments based on specific behaviors to
ensure accountability and effectiveness.
• Limitations:
• external factors, such as economic downturns, can reduce its
effectiveness.
• pay-for-performance programs can sometimes lead to unethical
behavior, like lying or breaking laws, as individuals chase financial
rewards.
 Empowerment: How Does Decision-Making Latitude Affect
Motivation?
 Empowerment consists of two key components:
 delegation: leaders must delegate decision-making authority
to the lowest level possible, allowing employees, who often
have the best insights into problems, to make decisions.
 Development: leaders must evaluate followers’ capabilities,
UNDERSTANDING enhance their skills, and align increases in authority with
accountability.
AND
INFLUENCING  The psychological components of empowerment:
FOLLOWER  Macro: motivation, learning, and stress reduction
MOTIVATION  Micro: self-determination, meaning, competence, and
influence.
  where would you rather work—
Initech or Coffee Bean?
 1. How would you gauge Peter
Gibbons’s achievement orientation?

MINICASE What are some of the needs not

being met for Peter at Initech? What
changes might improve Peter’s

IN-CLASS
motivation?
 2. Would you judge the leaders at
Initech as more likely to invoke the

DISCUSTION
Pygmalion or the Golem effect?
What about the environment at the
Coffee Bean—Pygmalion or Golem
effect?
 3. Why has the Coffee Bean seen
such a significant reduction in
turnover?
  UNDERSTANDING AND INFLUENCING
FOLLOWER FOLLOWER SATISFACTION
 GLOBAL, FACET, AND LIFE SATISFACTION
SATISFACTION&  TWO THEORIES OF JOB SATISFACTION
ENGAGEMENT  UNDERSTANDING AND IMPROVING EMPLOYEE
ENGAGEMENT
 Job satisfaction surveys typically include three types
of items:
GLOBAL, FACET, AND LIFE SATISFACTION

UNDERSTANDI Global Satisfaction Items (1): assess the overall

satisfaction level employees have with their organization and
NG AND job. They gauge general feelings about work life, helping to
identify broad trends in employee sentiment.
INFLUENCING
FOLLOWER
SATISFACTION
 Job satisfaction surveys typically include three
types of items:
GLOBAL, FACET, AND LIFE SATISFACTION

UNDERSTANDI
 Facet Satisfaction Items (2-7): evaluate satisfaction with
NG AND specific aspects of work, such as pay, benefits, promotion
INFLUENCING policies, working conditions, and relationships with
supervisors.
FOLLOWER  A study by the Society for Human Resource Management
identified key drivers of job satisfaction, including the
SATISFACTION opportunity to use skills, compensation, job security,
communication, and relationships with supervisors.
 Research on junior officers in the U.S. Army found a decline
in overall satisfaction primarily due to dissatisfaction with
immediate supervisors and leadership. Many junior officers
expressed frustration with supervisors who micromanaged
and prioritized personal advancement over team support.
 Job satisfaction surveys typically include three types of
items:
GLOBAL, FACET, AND LIFE SATISFACTION
key findings related to global and facet satisfaction:
UNDERSTANDI Job Satisfaction with Occupations: employees are satisfied with their
NG AND vocation or occupation despite dissatisfaction with pay, benefits, or
management.
INFLUENCING Hierarchy Effect: Employees with higher positions tend to report
FOLLOWER greater satisfaction than those newer to or lower in the organization.
Leaders at higher levels may not fully understand the dissatisfaction of
SATISFACTION lower-level employees, leading to perceptions of complaints as
unwarranted.

Compensation Disparities: Compensation significantly influences job

satisfaction. A survey showed that 71% of senior managers rated their
pay as "very good," compared to only 46% of non-managers. This wage
gap, combined with minimal pay increases, may lead to higher turnover
rates among women, particularly those who are high performers in their
roles.
 Job satisfaction surveys typically include three
types of items:
GLOBAL, FACET, AND LIFE SATISFACTION

UNDERSTANDI
 Life Satisfaction Items (8): assess employees' overall
NG AND contentment with life, reflecting how job satisfaction can
INFLUENCING impact broader life satisfaction. Higher job satisfaction is
often linked to greater life satisfaction.
FOLLOWER
SATISFACTION
 TWO THEORIES OF JOB SATISFACTION
• Two additional theories, organizational justice and
Herzberg’s two-factor theory, offer different explanations
for job satisfaction.
UNDERSTANDI
NG AND
INFLUENCING
FOLLOWER
SATISFACTION
 TWO THEORIES OF JOB SATISFACTION
• Organizational justice: unfair treatment leads to decreased
productivity, satisfaction, and commitment among employees, often
prompting collective action and counterproductive behaviors.
• According to Trevino, organizational justice consists of three key
UNDERSTANDI components:
• Interactional Justice: This pertains to how well employees are informed
NG AND about reward processes and whether they are treated with dignity and
respect.
INFLUENCING • Distributive Justice: This focuses on employees' perceptions of whether
rewards or punishments are appropriate relative to their performance or
FOLLOWER infractions. Dissatisfaction arises when employees feel rewards or
punishments are either too generous or too harsh.
SATISFACTION • Procedural Justice: This involves the fairness of the processes used to
administer rewards or punishments. Employees are more satisfied when they
feel they have been given proper warnings, the opportunity to explain their
actions, and when consequences are applied consistently and timely.

• Research indicates that these components of organizational justice

influence satisfaction with leadership, compensation, promotions, job
roles, organizational citizenship behaviors, and counterproductive work
behaviors when injustice is perceived.
 TWO THEORIES OF JOB SATISFACTION
• Herzberg’s two-factor theory: Does Meaningful Work Make
People Happy? Herzberg labeled the factors that led to
satisfaction at work motivators, and he labeled the factors
that led to dissatisfaction at work hygiene factors.
UNDERSTANDI
NG AND • Highlight 10.5: #role ambiguity #role conflict

INFLUENCING
FOLLOWER
SATISFACTION
 Employee engagement reflects followers’ attitudes
toward their organization and work. Key questions
include: Are employees committed? Do they find their
work meaningful? Do they understand their roles? Are
their opinions valued? Do they have opportunities to
UNDERSTANDI learn and excel?
NG AND • Engaged employees tend to be more committed,
IMPROVING productive, and willing to put in extra effort, while
disengaged employees focus more on their
EMPLOYEE paychecks than on organizational success.
ENGAGEMENT • These surveys categorize employees as actively
engaged, engaged, disengaged, or actively
disengaged, allowing organizations to benchmark
their performance over time and against competitors.
• Factors such as geographic region, industry, and
leadership effectiveness influence engagement
levels.
 Presenteeism: employees are physically present
but not mentally engaged, affects 51% of U.S.
workers, highlighting a significant issue in
organizational productivity and morale.
UNDERSTANDI Engagement–share- holder value chain:
NG AND higher employee engagement drives higher
customer satisfaction, which in turn results in
IMPROVING higher customer loyalty, sales, profitability, and
EMPLOYEE share price.
ENGAGEMENT