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NDFS 458 Theories
| Term | Definition |
|---|---|
| Needs Hierarchy definition | People are motivated by their desire to satisfy specific needs |
| Ascending hierarchical order for Needs Hierarchy | Physiological (needs to sustain life), Safety (needs to protect), Social (needs for belonging), Esteem (needs to self-respect), Self-actualization (needs related to one's potential) |
| Prepotent Need | Needs Hierarchy idea that one need has greater influence over other needs; a satisfied need is no longer a motivator |
| Tangible rewards connection to Needs Hierarchy | Pay and fringe benefits are primarily directed to physiological and safety needs; interesting work and opportunities for advancement appeal to higher-order needs |
| Existence Relatedness Growth (ERG) definition | More simple compared to Needs Hierarchy; needs grouped into three non-hierarchical categories |
| ERG categories | Existence (needs for life), Relatedness (social involvement), Growth (desire for creativity and productivity) |
| Frustration-Regression Principle | ERG suggestion that if higher level growth needs are not met, employee becomes frustrated and regresses to lower level relatedness or existence needs |
| Achievement-Power-Affiliation definition (APA) | Needs are learned and socially acquired as individuals interact with the environment; all people have three needs |
| APA categories | Need to achieve, need for power, need for affiliation; level of intensity for each of these needs varies by person |
| APA achievement motive | Desire to do something better than before; task and goal oriented; gravitate toward managerial/sales positions |
| APA power motive | Concern for influencing people; enjoys competition and power; positive power accomplishes results through the efforts of others; negative power is seeking power for. personal benefit |
| APA affiliation motive | Desire to be liked by others and for relationships; enjoys social activities and joins organizations |
| Two-Factor definition (TF) | Focus on reward or outcomes of performance that satisfy needs; two sets of rewards identified - those related to job satisfaction and those related to job dissatisfaction |
| TF motivators | factors related to satisfaction - achievement, recognition, responsibility |
| TF maintenance | factors related to dissatisfaction - pay, supervision, job security |
| Similarities between Needs Hierarchy and TF | Esteem needs involve both status and recognition; esteem needs are related to both maintenance and motivation factors; self-actualization needs are related to motivational factors |
| Weakness of need approach to motivation | Does not adequately account for differences among individual employees or explain why people behave in many different ways when accomplishing the same or similar goals |
| Expectancy Theory definition | Explains behavior in terms of an individual's goals, choices, and expectation of achieving these goals; assumes people can determine preferred outcomes and make realistic expectations; people act to increase pleasure and decrease displeasure |
| Expectancy Theory requirements | Expectancy that increased effort will lead to increased performance and increased performance will lead to increased rewards |
| Valence | Part of Expectancy Theory; value the employee places on the rewards offered by the organization |
| Expectancy theory explains how goals of employees influence... | behavior at work |
| Reinforcement Theory definition | People behave in a certain way because they have learned certain behaviors are associated with positive/negative outcomes; reinforced behavior will be repeated |
| Intrinsic Motivation definition | Motivation comes from within the individual and is driven by interest/enjoyment of learning or satisfaction of task being done |
| Extrinsic Motivation definition | Factors outside of the individual drive behavior; a task is done primarily d/t external factors like pay or competition |
| Power base: Legitimate Power | Comes from formal position/title |
| Power base: Reward Power | Comes from leader's ability to reward others |
| Power base: Coercive Power | Comes from leader's ability to punish others |
| Power base: Expert Power | Comes from leader's being in top of field; competency in knowledge/best practices |
| Power base: Referent Power | AKA Charisma Power; can lead a group, capacity to bring people together |
| Power base: Information Power | Comes from leader's possession of or access to information about the workplace environment; "behind the scenes" |
| Power base: Connection Power | Comes from leader's connections to/network with other individuals with power |
| McGregor's Theory X and Y general definition | Basic philosophies or assumptions that managers hold regarding the way employees view work and how they can be motivated |
| McGregor's Theory X | Motivation through fear and close surveillance; people inherently do not want to work and need to be micromanaged |
| McGregor's Theory Y | Individuals are highly motivated, creative, and motivation comes naturally; basis for improved management and organizational performance |
| Argyris's Immaturity-Maturity Theory definition | Changes take place on a continuum in personality of individuals as they develop into mature adults; traditional organizational principles lead to treating people immaturely |
| Argyris's Immaturity-Maturity: "Mickey Mouse jobs lead to..." | Micky Mouse behavior |
| Trait Concept | Characteristics needed for a truly effective leader; charisma, commitment, communication, focus, initiative, vision, problem solving, honesty, self-confidence, etc. |
| Basic Leadership Styles definition | Autocratic, laissez-faire, and democratic leadership varies on who makes the decisions |
| Autocratic | Leader makes the most decisions |
| Laissez-faire | Group makes the decisions |
| Democratic | Leader guides and encourages group to make decisions |
| Which leadership style is most effective? | Early research said democratic, but now each is accepted as most effective in different situations |
| University of Michigan (UM) Behavioral Leadership Studies general focus | Isolated two major concepts: employee orientation and production orientation |
| UM Employee-centered leaders | Special emphasis on human relations part of job |
| UM Production-oriented leaders | Emphasis on performance and technical characteristics of work |
| UM Likert continuum of leadership styles | Exploitive autocratic (employees motivated by fear/punishment), benevolent autocratic (only minor decisions made by employees), consultative (employees gain some confidence), participative (trust and responsibility; most effective) |
| Ohio State (OS) Behavioral Leadership Studies general focus | Consideration and initiating structure as two separate dimensions of leadership |
| OS Consideration | behavior that expresses friendship and develops mutual trust, respect, and strong interpersonal relationships |
| OS Initiating Structure | behavior that defines work and establishes well-defined communication patterns and clear relationships between leader and subordinate |
| OS and Managerial Grid connections | The two dimensions of the grid are concern for people and concern for production which are similar to the OS dimensions of consideration and initiating structure |
| Leadership Grid (LG) definition | Vertical and horizontal axes for different leadership style possibilities; 7 basic styles are most often discussed |
| LG Impoverished Management | Manager is indifferent, exerts minimal effort and little responsibility, little concern for people/results |
| LG Country Club Management | Manager is very accommodating, focus on needs of people and environment, enthusiastic and focuses on positive |
| LG Authority Obedience Management | Manager is controlling, focus on efficiency, rules, and results |
| LG Middle of the Road Management | Manager is status quo oriented, balance is very important, wants to maintain positive morale and support |
| LG Team Management | Manager is focused on contribution and involvement of all team members, focus on trust and respect |
| LG Paternalistic Management | Manager guides and sets initiatives for all, gives praise, and discourages challenging of their plans/decisions |
| LG Opportunistic Management | Manager manipulates and exploits, seeks personal benefit |
| Leadership Practices Inventory (LPI) definition | Tool for measuring practices found common in leaders; there are 5 best practices for successful leaders: challenging the process, inspiring a shared vision, enabling others to act, modeling the way, and encouraging the heart |
| Situational and Contingency Approaches definition | Emphasis on leadership skills, behavior, and roles thought to be dependent on the situation; based on hypothesis that behvaior of effective leaders varies on the setting |
| Leadership Continuum | Each type of behavior is related to the degree of authority and freedom; tells decision, sells decision, discusses decision, asks for input on a decision, collaborates on decision, delegates responsibility for decision |
| Contingency Approach | There are three major situational variables; leader-member relations, task structure, and position power |
| Most favorable situation for leaders | well-liked, powerful position, and directing a well-defined job; task-oriented leader is more effective |
| Leader Effectiveness Model and Ohio State connection | Task behavior and relationship behavior are used to describe concepts similar to those of consideration and initiating structure in Ohio State Studies; it adds a layer of effectivenesss |
| Leader Effectiveness Model | Task behavior (the extent to which a leader spells out duties) and Relationship behavior (the extent to which a leader engages in two-way or multi-way communication) |
| Leader Effectiveness Model and Hersey, Blanchard, and Johnson connection | No one leadership style meets needs of all situations; leadership must be adaptable and flexible |
| Path-Goal Leadership Model connection to Expectancy Concept | Focus on leader's effect on subordinate's motivation to perform; based on expectancy concept of motivation (expectancies and valences) |
| Path-Goal Leadership Model assumptions | Individuals react rationally in pursuing certain goals; the degree to which the leader can be effective in eliciting work-goal directed behavior depends on the situation |
| Path-Goal Leadership Model leader behavior types | Directive (providing guidelines and standards), supportive (being friendly and showing concern for subordinates), achievement oriented (setting challenging goals and seeking improvement), participative (sharing information and consulting with employees) |
| Path-Goal Leadership Model situational factors | subordinates' characteristics: locus of control (tendency to rely or attribute success/failure on internal or external/situational sources) and characteristics of work environment |
| Reciprocal Approaches (RA) to leadership focus | Focus on interactions among leaders and their followers than on characteristics of leaders themselves |
| RA Transformational Leadership | When leaders transform their followers to trust, perform behaviors that achieve organizational goals, and perform at high level |
| RA Servant Leadership | Individuals who were servants before leaders; worked to be sure that other's needs were met; encourages collaboration, listening, and ethical use of power |
| RA Primal Leadership | The emotional task of the leader is most important; relies on concept of emotional intelligence and empathic listening; there are 6 leadership styles within primal leadership model |
| Primal Leadership: Visionary | Leader articulates where organization is going and provides vision; helps employees believe in importance of vision |
| Primal Leadership: Coaching | Leader works one-on-one with employees to build them in career and personal skills |
| Primal Leadership: Affiliative | Leader focuses on emotional needs of employees and personal relationships |
| Primal Leadership: Democratic | Leader gains input in decision making process; listening is key |
| Primal Leadership: Pacesetter | Leader has drive to succeed with high standards of excellence; self-motivation |
| Primal Leadership: Commanding | Leader does not ask for input and issues orders; should be used only in crisis situations |
| Theory Connections | Successful leaders analyze situational factors and can adapt; leaders have vision and inspire subordinates; leaders should have concern for both tasks and people; leaders earn and return trust |
Created by:
chrismars
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