| Leadership and Motivation: Six Theories Leaders Must Know By Murray Johannsen |
It's difficult to do things differently as the following story illustrates.
A lead hardware engineer, a lead software engineer, and their project manager are taking a walk outdoors during
their lunch break when they come upon an old brass lamp. They pick it up and dust it off. Poof--out pops a genie.
"Thank you for releasing me from my lamp-prison. I can grant you 3 wishes. Since there are 3 of you I will grant one
wish to each of you."
The hardware engineer thinks a moment and says, "I'd like to be sailing a yacht across the Pacific, racing before the
wind, with an all-girl crew."
"It is done," said the Genie, and poof, the hardware engineer disappears.
The software engineer thinks a moment and says, "I'd like to be riding my Harley with a gang of beautiful women
throughout the American Southwest."
"It is done," said the Genie, and poof, the software engineer disappears.
The project manager looks at where the other two had been standing and rubs his chin in thought. Then he tells the
Genie, "I'd like those two back in the office after lunch."
Harnessing human motivation is a core competency of the transformational leader. Unlike managers who tend to rely
on authority to make things happen inside organizations, the transformational leader harnesses the power inherent
in human motivation.
I remember a few years ago sitting in a class on human motivation with a professor who forced us to read about
every published theory on motivation published in the scholarly journals over the past 70 years. Finally, toward the
end of the class one courageous (and desperate) student went ahead and asked him, "Of the many theories we
have covered, which two or three are the most important to learn and to apply?"
The professor gave an ambiguously ambiguous answer which went, "They are all important since each one has
been thoroughly researched." While a correct answer, it was also completely useless. This led to my search for a set
of theories that one can learn and apply in the real world.
Within the world of psychology, there are two general schools of thought regarding motivation. The first school is
called the behaviorist school. Those who hold this philosophy are not interested in black box of the human mind--
they focus on observable behavior.
The contrasting school of thought are the motivational theories within the field of cognitive psychology. In this area
there are many, many theories that take into account factors such as needs, beliefs, scripts, schemas, volition,
attitudes, values etc.
On the cognitive side of things, three models are worth knowing: needs, equity, and expectancy theories. Many have
run across Maslow’s Hierarchy of Needs, but one especially important need theory is known McClelland's Learned
Needs.
Need For Power, Need For Affiliation, Need For Achievement
McClelland felt that certain needs are not preprogrammed into the body via the genes, but learned from the
environment. We learn to affiliate (or not affiliate) with people, how to exercise power, and how to be achievement
oriented. Because these needs are learned, McClelland would teach need for achievement, something associated
with success in various fields of endeavor. It’s believed, for example, that need for achievement is one of the primary
motive forces driving entrepreneurs to start a business.
Equity Theory
Adam’s lays the groundwork to understand why people perceive something as fair or unfair. This is a most serious
issue for management, not to appear to have favorites and treat people the way they want to be treated.
Expectancy Theory
This approach focuses on the beliefs that influence effort and performance. For example, when if one believes that
one's efforts result in a certain level of performance associated with a desired reward, likely one will take action. Of
course, the exact opposite is also true. A low correlation between effort, performance and reward breeds inaction.
On the behavioral side, there are three behavioral theories worth understanding.
Classical Conditioning
Made famous by the Russian Nobel Laureate by the name of the E.I. Pavlov, it's not widely used within the world of
business. But it goes a long way toward explaining the nature and power of advertising to influence our purchase
behavior. The more widely known, widely used and widely applied behavioral theory is known as behavior
modification.
Behavioral Modification.
Also known as operant conditioning, many people have contributed to this theory, the best known being Harvard
psychologist B. F. Skinner. To the behaviorist, behavior falls into two categories, it's either desired or undesired.
Sometimes I think there's a third category called, "I don't care" behavior. For example, we might see someone
walking down the street who throws a cigarette on the ground. But since it’s a “I don't care,” behavior, we do not act
to modify that person's behavior.
When a behavior is undesired or desired, we need to take some type of action to apply a consequence. This
consequence will cause a desired behavior to increase in frequency or an undesired behavior decrease in
frequency. Behavior modification is especially attractive since it’s an easy to apply, and one of the easiest to learn
of the motivation theories.
Behavior modification works on both people and animals. It’s elegant in its simplicity and unusual in its common
sense approach. You don't have to act like a therapist who sorts out the underlying beliefs, attitudes, motives,
values, etc. driving behavior. Instead, all you have to do is consider the behaviors, antecedents and consequences.
Antecedents Antecedents serve as external stimuli that remind us to take action. For convenience they are lumped
into four categories: prompts, goals, feedback and modeling.
Behavior The theory says to focus on a particular behavior, not these ambiguous performance terms such as
character, values, traits, etc. No one can fix "laziness," "bad attitude," or even "bad manners" these are not
grounded to a specific behavior. Does bad manners mean cleaning teeth with a tooth pick, coughing on the soup, or
chewing food with an open mouth?
Another key to changing and motivating behavior requires us to classify behavior as desired or undesired
categories. In this case, perception is everything. A parent's desired behavior of completing school homework is a
child's undesired behavior.
Consequences A consequence is the motivational energy that either increases or decreases the probability of that
behavior occurring again. Normal individuals repeat behaviors with pleasurable consequences and avoid (or not
repeat ) painful ones.
Modeling.
The third type of motivation theory is known as vicarious learning (modeling). Human beings learn of a tremendous
amount from watching and observing others. The most obvious example is young children, were a boy or the young
girl observes their father and mother and imitates that individual. So the old saying, “Monkey see, monkey do,” rings
true for humans.
The same process goes on in organizations. New employees don't know exactly how act and so observe others to
figure out what they need to do. In fact, the one person most watched in all organizations is one's boss.
Together the three behavioral theories and the three cognitive ones present a strong foundation for leadership
development and understanding what motivates most work behaviors. If you understand and master them, you can
truly tap human potential.
A lead hardware engineer, a lead software engineer, and their project manager are taking a walk outdoors during
their lunch break when they come upon an old brass lamp. They pick it up and dust it off. Poof--out pops a genie.
"Thank you for releasing me from my lamp-prison. I can grant you 3 wishes. Since there are 3 of you I will grant one
wish to each of you."
The hardware engineer thinks a moment and says, "I'd like to be sailing a yacht across the Pacific, racing before the
wind, with an all-girl crew."
"It is done," said the Genie, and poof, the hardware engineer disappears.
The software engineer thinks a moment and says, "I'd like to be riding my Harley with a gang of beautiful women
throughout the American Southwest."
"It is done," said the Genie, and poof, the software engineer disappears.
The project manager looks at where the other two had been standing and rubs his chin in thought. Then he tells the
Genie, "I'd like those two back in the office after lunch."
Harnessing human motivation is a core competency of the transformational leader. Unlike managers who tend to rely
on authority to make things happen inside organizations, the transformational leader harnesses the power inherent
in human motivation.
I remember a few years ago sitting in a class on human motivation with a professor who forced us to read about
every published theory on motivation published in the scholarly journals over the past 70 years. Finally, toward the
end of the class one courageous (and desperate) student went ahead and asked him, "Of the many theories we
have covered, which two or three are the most important to learn and to apply?"
The professor gave an ambiguously ambiguous answer which went, "They are all important since each one has
been thoroughly researched." While a correct answer, it was also completely useless. This led to my search for a set
of theories that one can learn and apply in the real world.
Within the world of psychology, there are two general schools of thought regarding motivation. The first school is
called the behaviorist school. Those who hold this philosophy are not interested in black box of the human mind--
they focus on observable behavior.
The contrasting school of thought are the motivational theories within the field of cognitive psychology. In this area
there are many, many theories that take into account factors such as needs, beliefs, scripts, schemas, volition,
attitudes, values etc.
On the cognitive side of things, three models are worth knowing: needs, equity, and expectancy theories. Many have
run across Maslow’s Hierarchy of Needs, but one especially important need theory is known McClelland's Learned
Needs.
Need For Power, Need For Affiliation, Need For Achievement
McClelland felt that certain needs are not preprogrammed into the body via the genes, but learned from the
environment. We learn to affiliate (or not affiliate) with people, how to exercise power, and how to be achievement
oriented. Because these needs are learned, McClelland would teach need for achievement, something associated
with success in various fields of endeavor. It’s believed, for example, that need for achievement is one of the primary
motive forces driving entrepreneurs to start a business.
Equity Theory
Adam’s lays the groundwork to understand why people perceive something as fair or unfair. This is a most serious
issue for management, not to appear to have favorites and treat people the way they want to be treated.
Expectancy Theory
This approach focuses on the beliefs that influence effort and performance. For example, when if one believes that
one's efforts result in a certain level of performance associated with a desired reward, likely one will take action. Of
course, the exact opposite is also true. A low correlation between effort, performance and reward breeds inaction.
On the behavioral side, there are three behavioral theories worth understanding.
Classical Conditioning
Made famous by the Russian Nobel Laureate by the name of the E.I. Pavlov, it's not widely used within the world of
business. But it goes a long way toward explaining the nature and power of advertising to influence our purchase
behavior. The more widely known, widely used and widely applied behavioral theory is known as behavior
modification.
Behavioral Modification.
Also known as operant conditioning, many people have contributed to this theory, the best known being Harvard
psychologist B. F. Skinner. To the behaviorist, behavior falls into two categories, it's either desired or undesired.
Sometimes I think there's a third category called, "I don't care" behavior. For example, we might see someone
walking down the street who throws a cigarette on the ground. But since it’s a “I don't care,” behavior, we do not act
to modify that person's behavior.
When a behavior is undesired or desired, we need to take some type of action to apply a consequence. This
consequence will cause a desired behavior to increase in frequency or an undesired behavior decrease in
frequency. Behavior modification is especially attractive since it’s an easy to apply, and one of the easiest to learn
of the motivation theories.
Behavior modification works on both people and animals. It’s elegant in its simplicity and unusual in its common
sense approach. You don't have to act like a therapist who sorts out the underlying beliefs, attitudes, motives,
values, etc. driving behavior. Instead, all you have to do is consider the behaviors, antecedents and consequences.
Antecedents Antecedents serve as external stimuli that remind us to take action. For convenience they are lumped
into four categories: prompts, goals, feedback and modeling.
Behavior The theory says to focus on a particular behavior, not these ambiguous performance terms such as
character, values, traits, etc. No one can fix "laziness," "bad attitude," or even "bad manners" these are not
grounded to a specific behavior. Does bad manners mean cleaning teeth with a tooth pick, coughing on the soup, or
chewing food with an open mouth?
Another key to changing and motivating behavior requires us to classify behavior as desired or undesired
categories. In this case, perception is everything. A parent's desired behavior of completing school homework is a
child's undesired behavior.
Consequences A consequence is the motivational energy that either increases or decreases the probability of that
behavior occurring again. Normal individuals repeat behaviors with pleasurable consequences and avoid (or not
repeat ) painful ones.
Modeling.
The third type of motivation theory is known as vicarious learning (modeling). Human beings learn of a tremendous
amount from watching and observing others. The most obvious example is young children, were a boy or the young
girl observes their father and mother and imitates that individual. So the old saying, “Monkey see, monkey do,” rings
true for humans.
The same process goes on in organizations. New employees don't know exactly how act and so observe others to
figure out what they need to do. In fact, the one person most watched in all organizations is one's boss.
Together the three behavioral theories and the three cognitive ones present a strong foundation for leadership
development and understanding what motivates most work behaviors. If you understand and master them, you can
truly tap human potential.
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