Leadership and Motivation v2.pptx

Mcclellands theory of needs 6 6 need for achievement

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McClelland's Theory of Needs 6-6 Need for Achievement (nAch) The drive to excel Need for Power (nPow) The need to make others behave in a way they would not have behaved otherwise Need for Affiliation (nAff) The desire for friendly and close interpersonal relationships
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McClelland's High Achievers 6-7 High achievers prefer jobs with: Personal responsibility Feedback Intermediate degree of risk (50/50) High achievers are not necessarily good managers High nPow and low nAff is related to managerial success
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Process Theories of Motivation 6-8 Expectancy Theory Self-Efficacy Theory Goal-Setting Theory Management by Objectives Equity Theory Reinforcement Theory
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Expectancy Theory 6-9 Three key relationships: 1. Effort-Performance: perceived probability that exerting effort leads to successful performance 2. Performance-Reward: the belief that successful performance leads to desired outcome 3. Rewards-Personal Goals: the attractiveness of organizational outcome (reward) to the individual
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Self-Efficacy or Social Learning Theory 6-10 Individual’s belief that he or she is capable of performing a task Self-efficacy increased by: Enactive mastery – gain experience Vicarious modeling – see someone else do the task Verbal persuasion – someone convinces you that you have the skills Arousal – get energized
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