LEADING

Use influence to
motivate employees
Leadership in Organizations

The ability to influence people toward the attainment

of organizational goals
Leadership vs Management

Good management is needed to help the organization meet current commitments, and
good leadership is needed to move the organization into the future
 Leadership Traits

Behavioral Approaches Contingency Approaches

Two major behaviors, called consideration and initiating A model of leadership that describes the
structure. Consideration: The type of behavior that relationship between leadership styles and specific
describes the extent to which the leader is sensitive to organizational situations. Theory: Fiedler’s
subordinates, respects their ideas and feelings, and Contingency Theory, Hersey and Blanchard’s
establishes mutual trust. Initiating structure : a type of Situational Theory, Path-Goal Theory
leader behavior that describes the extent to which the
leader is task oriented and directs subordinate work
activities toward goal attainment
Using Power and Influence

Power results from an interaction of leader and followers.

Some power comes from an individual’s position in the
organization. Power may come from personal sources that
are not as invested in the organization, such as a leader’s
personal interests, goals, and values.

Power Influence
The potential ability The effect a person’s
to influence others’ actions have on the
behavior. attitudes, values, beliefs,
or behavior of others.
 Source of Power

Position Power
The traditional manager’s power comes from the
organization. The manager’s position gives him or her the
power to reward or punish subordinates to influence their
behavior. Legitimate power, reward power, and coercive
power are all forms of position power used by managers to
change employee behavior.

Legitimate Power Reward Power Coercive Power

Power that stems from a Power that results from the Power that stems from the
formal management position authority to best rewards authority to punish or
in an organization and on other people recommend punishment
the authority granted to it
 Source of Power

Personal Power
In contrast to the external sources of position power,
personal power most often comes from internal sources, such
as a person’s special knowledge or personal characteristics.
Personal power is the leader’s primary tool. Subordinates
follow a leader because of the respect, admiration, or caring
they feel for the individual and his or her ideas.

Expert Power Referent Power

Power that stems from special Power that results from
knowledge of or skill in characteristics that command
the tasks performed by subordinates’ identification
subordinates with respect and admiration for
and desire to emulate the leader
Motivation in Organizations

The arousal, direction, and persistence of behavior

The Concept of Motivation

People have basic needs, such as for food, achievement, or monetary gain, which translate into an
internal tension that motivates specific behaviors with which to fulfill the need. To the extent that the
behavior is successful, the person is rewarded in the sense that the need is satisfied. The reward informs
the person the behavior was appropriate and can be used again in the future.

Intrinsic Rewards Extrinsic Rewards

The satisfaction received in the A reward given by another
process of performing an action. person.
Perspectives on
Motivation
Content Perspectives
A group of theories that emphasize the
needs that motivate people.
Process Perspectives
A group of theories that explain how
employees select behaviors with which to
meet their needs and determine if their
choices were successful.

Reinforcement Perspectives
A motivation theory based on the
relationship between a given behavior and its
consequence.
Content Perspectives:
Hierarchy of Needs Theory
A content theory that proposes that people are motivated by five categories of needs—physiological, safety,
belongingness, esteem, and self-actualization—that exist in a hierarchical order
(Abraham Maslow)
Maslow’s Hierarchy of Needs
Content Perspectives:
ERG Theory
A modification of the needs hierarchy theory that proposes three categories of needs:
existence, relatedness, and growth
(Clayton Alderfer)

Existance needs: needs for physical well-being

Relatedness needs: needs for satisfactory relationships with

others

Growth needs: focus on the development of human potential

and the desire for personal growth and increased competence
Content Perspectives:
Two-Factor Theory

Times when they were highly

motivated to work and other times
when they were dissatisfied and
unmotivated at work
(Frederick Herzberg)
Content Perspectives:
Acquired Needs Theory
1. Need for achievement (n Ach).
The desire to accomplish something
difficult, attain a high standard of
success, master complex tasks, and
Certain types of needs are acquired surpass others.
during the individual’s lifetime, 2. Need for affiliation (n Aff).
people are not born with these The desire to form close personal
needs but may learn them through relationships, avoid conflict, and
their life experiences
(David McClelland)
establish warm friendships.
3. Need for power (n Power).
The desire to influence or control others,
be responsible for others, and have
authority over others.
Process Perspective

Expectancy theory:
Equity theory:
suggests that motivation depends on
focuses on individuals’ perceptions
people’s expectations about their
of how fairly they are treated
ability to perform tasks and receive
compared with others
desired rewards

Goal-setting theory:
A motivation theory in which specific,
challenging goals increase
motivation and performance when
the goals are accepted by
subordinates and these subordinates
receive feedback to indicate their
progress toward goal achievement
Reinforcement Perspective:
Reinforcement Tools
Positive reinforcement:
The administration of a Avoidance learning:
pleasant and rewarding The removal of an
consequence following a unpleasant consequence
desired behavior

Punishment:
Extinction:
Imposition of unpleasant
withdrawal of a positive
outcomes on an
reward
employee
Reinforcement Perspective:
Schedules of Reinforcement
Job Design for Motivation
Job Characteristics Model
Communication in Organizations

The process by which information is exchanged and understood by two or more

people, usually with the intent to motivate or influence behavior
A Model of the Communication Process
The Pyramid of Channel Richness
Ten Keys to Effective Listening
Downward, Upward, and Horizontal
Communication in Organizations
Effectiveness of Team Communication
Network
An Organizational Communication Network
 Dialogue and
Discussion:
The Differences
Managing Organizational Communication
Teamwork in Organizations

Team: A unit of two or more people who interact and coordinate their work to
accomplish a specific goal
Team vs Group
Work Team Effectiveness Model
Team Member Roles
Five Stages of Team Development

Adjourning
Task completion
Performing Leader:
Cooperation, Brings closure,
problem solving signifies
Norming Leader: completion
Establishment of Facilitates task
order and cohesion accomplishment
Leader:
Storming Helps clarify team
Conflict, roles, norms,
disagreement values
Leader:
Encourages
participation,
Forming surfaces
Orientation, differences
break the ice
Leader:
Facilitates
social
interchanges
Managing Conflict:
Balancing Conflict and Cooperation
Managing Conflict:
A Model of Styles to Handle Conflict
terimakasih