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TOPIC 4: LEADING, transactional leaders* concerned with status quo and…

- - - - hygiene factors*: factors that do not lead to satisfaction but if not met, would results in strong job dissatisfaction (not regarded as motivators), usually extrinsic (policies, supervision, physical working conditions, salary, benefits, interpersonal
        relationships, safety, and security
      - motivation factors*: the factors that employees need in order to give higher levels of effort (aka satisfiers), often intrinsically rewarding (interesting / meaningful work, responsibility, sense of achievement, recognition, growth, and advancement)
    - - achievement*: people with strong need to be successful
      - affiliation*: people who value building relationships
      - power*: people who are motivated to influence others
        and control their environment
  - - - expectancy*: belief or expectation that goal can be accomplished
      - Instrumentality*: asks if management will honor the bargain
      - valence*: the degree to which an employee values the rewards
  - - - Cross-training employees results in reductions in turnover rate and repetitive motion injuries
    - - seeks to motivate workers through reversing specialization
      - example: aircraft maintenance crew may also be responsible for handling baggage and
        directing planes to the jet way
      - both may have adverse affect (less satisfaction and efficiency, more stress and errors)
    - - increases independence and responsibility
  - - - goal commitment*: the degree of determination a
        person uses to achieve an accepted goal, determined by two (2) main factors
        
        importance: the reasons for attaining a goal,
        including expecting certain outcomes
        
        self-efficacy: a person’s belief that they can
        achieve a goal
      - commitment to goal produces higher performance
- - - - legitimate power (aka positional power): the power individuals have from their role and status within an organization
      - referent power: comes from the ability of individuals to attract others and build their loyalty
      - expert power: draws from a person’s skills and knowledge and is especially potent when an organization has a high need for them
      - reward power: comes from the ability to provide valued material rewards or create other positive incentives (to provide external motivation to others through benefits or gifts)
      - coercive power: is the threat and application of sanctions and other negative consequences
      - informational power: comes from access to facts and knowledge that others find useful or valuable (access can indicate relationships with other power holders and convey status)
  - - - patterns of behavior: adaptability, comfort with ambiguity
      - dispositional tendencies: motives, values
    - - male: commonly adopted directive, transactional styles, more goal- and task-oriented, less relationship- and process-focused
      - female: commonly adopt participative styles of leadership, transformational leaders, demonstrate importance of communication, cooperation, affiliation, and nurturing.
    - - traits: intelligence, conscientiousness, openness to experience, and emotional stability
    - - traits: extroversion, agreeableness
- - - - Communicate a plan for change
      - Build a coalition
      - Provide support
      - Allow employees to participate
      - Develop a sense of urgency
    - - Continue to provide support
      - Create small wins
      - Eliminate obstacles
    - - Publicize success
      - Reward change adoption
      - Embrace continuous change