Leadership Styles and Motivation

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Leadership Styles and Motivation

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Agenda for Today

• Situation Leadership Style Assessment
• Introduce the model
• Examine our leadership styles
• Motivation
• Discuss models of motivation
• Apply these to the health care setting
• Discuss how these relate to our study of
  leadership styles

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Situation Leadership

• 1. Developed by Dr. Paul Hersey, after years of
  studying the leadership behavior.
• 2. Leadership has been characterized as
• Autocratic vs. Democratic
• Employees Oriented vs. Production oriented
• 3. Hersey dispels this either-or dichotomy

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Hersey look at leadership in Two Dimensions

• 1. Task Behavior
• 2. Relationship Behavior

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Level of Readiness

• 1. Varies according to the specific task to be
  performed.
• 2. So, the leader may need to provide differing
  levels of supervision, for different tasks, for
  the same person.

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Leadership as a dynamic interplay..

• Situational leadership is based on the
  interplay among
• a. The amount of direction (task behavior)
• b. The amount of socio-emotional support
  (relationship behavior)
• c. The readiness level that followers
  exhibit
• Paul Hersey, Situation Leadership A Summary,
  1993.

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Central Concept of Situational Leadership

• As the level of readiness of a follower
  increases, the leader should reduce task behavior
  and increase relationship behavior.
• Readiness is a continuum which moves back and
  forward under different circumstances.

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Leadership Styles

• Most individuals have either primary or secondary
  styles from within
• a. Telling HT/LR
• b. Selling HT/HR
• c. Participating LT/HR
• d. Delegating LT/LR

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Modifying Levels of Readiness

• A gradual, two step process
• Reduce structure
• If performance is adequate, increase
  socio-emotional support.

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Motivation and Leadership Style

• If a program is to work effectively, managers
  must pay particular attention to those factors
  effecting staff performance.
• Managers must look at what motivates staff, and
  also at how their leadership style effects staff
  performance.

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What is his motivation?
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Or his?Lets look at some theories.
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Two Main Theories of Motivation

• Maslows Hierarchy of Needs
• Herzbergs Hygiene vs. Motivators theory

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Maslows Hierarchy
Self-Actualization Needs
Esteem Needs
Societal Needs
Safety Needs
Physiological Needs
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Key point in Maslows Hierarchy

• More basic needs must be met first. (food,
  housing, safety)
• Only then can someone be motivated through such
  factors as social regard or esteem, and finally,
  self-actualization.

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HerzbergsMotivators vs. Dissatisfiers

• Motivators
• Achievement
• Recognition
• Work itself
• Responsibility
• Advancement
• Self-improvement

• Dissatisfiers
• Company policy
• Efficient Administration
• Supervision
• Relationship with supervisor
• Working conditions
• Status?
• Pay???

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More on Herzbergs Dissatisfiers vs.
Motivators Theory

• Dissatisfiers are those factors necessary to
  work well.
• Their absence causes dissatisfaction,
• However, improving these factors does not
  necessarily lead to increased satisfaction and
  improved performance.
• Motivators are those factors that create
  satisfaction, and are likely to lead to improved
  performance.

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Maslow and Herzberg

• These two theories are similar as many of the
  factors they highlight are the same.
• Herzberg points out that certain factors reach a
  kind of saturation point beyond which improving
  that factor will not increase satisfaction or
  performance.

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Essentials of Motivation

• Staff must have a clear understanding of their
  role in the program
• Staff must have a clear understanding of the
  expectations for them
• There must be a fair system of rewards/incentives
• There must be feedback to the staff on their
  performance

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Leadership and Motivation

• The most effective leader will be able to
  understand what motivates an individual employee,
  on a specific task. Does the employee need
• More direction?
• More autonomy and decision-making authority?
• More pay?
• Some combination of the above? (and, is this
  feasible?)