Maslows Hierarchy of needs:
Needs can be defined as 'internal states of tension or arousal, or uncomfortable states of deficiency that people are motivated to change' (Page 340). if you understand a followers needs, you are better able to influence their behaviour over the long term.

This theory proposes that followers could be more motivated by undestanding and responding to the motivational needs that are layered from the bottom to the top of a pyramid.
Needs at each early layer need to be met before heading to the next. Challenge of the leader is to determine where the follower is on the pyramid, otherwise motivational techniques will fail

5: SElf Actualisation needs
4: Self-esteem needs
3: belongingness
2: Security
1: Physiological

Achievement Orientation
Leaders should select the right people at the outset.

People with an "Achievement orientation' demonstrate the following:

• Prefer tasks that provide immediate and ample feedback
• feel more satisfied when they successfully solve problems or accomplish job tasks that are oderately difficult
• set 'higher personal and work goals' and put in the effort needed to accomplish them
• pursue post graduate degrees
• get promoted more quickly
• get paid higher salaries and bonuses
  
  

It's important that leaders create the right environment to motivate these followers:

• set clear expectations
• provide opportunities for followers to set and achieve work related goals
• provide resources for goal achievement
• give timely, comprehensive and accurate feedback

Goal Setting
Page 346
Goals serve anumber of functions:

• Direct attention and focus
• Mobilise effort
• provides the basis to develop strategies for goal improvement
• encourage people to exert effort until the goal is reached
  
  

Motivational effect of goals can be strengthened by:

• Setting goals that are both specific and difficult (But not so as to discourage effort)
• Eliciting commitment through gaining participation in goal setting
• providing feedback about goal attainment

The operant approach
Page 350
Reward
Punishment
Contingency (Rewards or punishment in relation to a particular behaviour)
Non-contingent (Innefective)
Extinction- If a certain behaviour is consistently punished, or the opposite behaviour is rewwarded correctly the undesired behaviour will disappear.

Empowerment
Page 356

Key perceptions:
'Delegate Leadership', 'acountability', and 'decision making down to the lowest level possible'

Equip followers with the resources, knowledge, and skills necessary to make good decisions

Macro psychological components that underlie empowerment:
Motivation
Learning
Stress

Micro components:
Self determination
meaning
competence
influence

Empowerment can be confused with simply offloading work

Empowerment in change - done well is most effective

Affectivity:
The tendency to react to stimuli in a consistent emotional manner- either positively or negatively

Difficult to have an impact on job satisfaction if the followers affective disposition is either extremely positive or negative.

However, leaders own affectivity has a big impact, as does the composition of team outcomes

Interactional Justice:
the degree to which people percive the are given information about different reward procedures and are treated with dignity and respect

Distributive justice:
individuals perception of whether a reward or punishment matches the performance or infraction

Procedural justice:
perception of due process by which administration rewards or punishments are adinistered