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Leadership Styles & Motivational Theorists (Drive Theory: Daniel Pink,…
Leadership Styles & Motivational Theorists
Principles of Scientific Management: Frederick Taylor 1911
workers are motivated by $$$, tried to promote higher productivity by tying it to output efficiency --> maximize the outputs without risking the efficiency
Used by: Henry Ford in 1st assembly line, used in McDonald's today, used a lot with unskilled workforce in the 3rd world
Criticisms: only focuses on physical contributions, not applicable to all job types, no non-financial matters considered
Autocratic Leadership: leader makes all decisions, gives little info to the staff, expects obedience, supervisors the employees very closely, and provides only on-way communication to the employees
Business Application: good for firms such as defense forces, EMT, or the police in order to ensure that a decision can be made in time during a crisis
Limitations: can lead to demotivation in staff which wants to be involved, and the decisions will only be made by one person and not involve staff input
Maslow's Hierarchy of Needs
BOTTOM TO TOP - have to start by achieving bottom needs to move up
Biological & physiological needs: basic life needs - air, food, drink
safety needs: protection, security, law, order, stability
belongingness & love: family, affection, relationships
esteem needs: achievement, status, responsibility, reputation
self-actualization: personal growth and fulfillment
Criticisms: levels are hard to measure, can differ for each person, and there is no idea for what comes after self-actualization
Paternalistic Leadership: guides employees on how to do their job, the leader takes the responsibility but always explains the reasons for each decision, treats employees like family --> lower staff turnover and more motivation
Business Applications: during change and turnover, leader looks for best interest of employees
Limitations: jealousy and resentment can be created with unfair favoring and there must be a lot of loyalty in order for a leader to be effective
Democratic Leadership: encourage participation, use of 2 way communication, full involvement for employees since they are given all info about the business
Business Application: flexible workforce's with a lot of experience can handle this style of leadership, times with need of innovation may benefit from a democratic environment
Limitations: consultation is usually time-consuming, sometimes issues can be sensitive and therefore employees should not be able to work on them
Laissez-Faire Leadership: very broad in the criteria for employees and the goals which are established in company, managers delegate all authority & decision making to employees leading to a dilution of power
Business Applications: can work when employees are experts, very creative, or motivated to succeed
Limitations: lack of feedback from employees, there can be issues if staff is not self-motivated
Situational Leadership: style of leadership which adapts based on the group which is being lead, such as their ability to assume responsibility, and the type of task being completed
Business Application: since this allows for flexibility it can be better fit to a firm with differing responsibilities in order to ensure overall success
Limitations:instability in leadership style may lead to confusion and in turn demotivation
Herzberg''s Two Factor Theory: Frederick Herzberg
criticisms: does not consider each individual personality, does not provide motivational value for each motivator involved
hygiene: can't motivate on their own but there will be dissatisfaction without them, meet ppls basic needs, can become an expectation
motivators: lead to psychological growth of employees in order to increase the performance and satisfaction of employees, can lead to job satisfaction (advancement, recognition, responsibility)
Adams Equity Theory - EQUALITY
fair treatment --> more motivation, want a balance between inputs (time, skills, education) & outputs (pay, benefits)
Criticisms: too simplistic, assume that the outputs can be compared to inputs, employees can be motivated more to obtain a reward
Drive Theory: Daniel Pink
autonomy: desire to direct our own lives
mastery: urge to get better @ something that matters
purpose: do something in service of something greater than ourselves
Criticisms: cannot be applied to all job levels, removes $ as a motivator