MOTIVATION:

1. TAPPING INTO THE RIGHT SOURCES MOTIVATION: Based on the studies of Barbuto & Scholl, 1998 & The Community Leadership Academy presented at Lancaster County Extension Office, Lincoln, NE - 2002

2. Leadership and Motivation • Until the 80’s effective leadership meant: • Being precise in making decisions • Courage and audacity to develop new organizational strategiess. • Today an effective leadership means: • To dominate the art of motivaton • Being capable to understand and comunicate with others • Being capable to match people’s talent with the right activity/situation • Servant Leaders inspire and motivate their followers

3. What is Motivation . • A motive is an impulse that causes a person to act. • Motivation is an internal process that makes a person move toward a goal. • Motivation, like intelligence, can’t be directly observed. Instead, motivation can only be inferred by noting a person’s behavior

4. Perspectives Offered From Different Fields • expectancy (Vroom, 1964) • psychosocial (Jung, 1971) • need-based (Maslow, 1954; Hezberg, 1964) • social identification (Ashforth & Mael, 1989) • value-based (Etzioni, 1961; Katz & Kahn, 1978) • goal setting (Locke & Latham, 1984) • self concept-based (Brief & Aldag, 1981; Sullivan, 1989) • and ego development (Kegan, 1982; Loevinger, 1976)

5. Hierarchy of Needs – Abraham Maslow

7. Herzberg’s Two-factor Theory Certain factors in the workplace result in job satisfaction, but if absent, lead to dissatisfaction. He distinguished between: • Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in de-motivation. • Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction.

9. Sources of Motivation • Intrinsic Process  derived from fun or enjoyment during the task • Instrumental  derived from expectations of tangible rewards • Self-Concept External  derived from a desire to improve one’s reputation and image • Self-Concept Internal  derived from a need to meet personal standards and achieve • Goal Internalization  derived from a deep-rooted belief in the cause or principle

10. Fun/Pleasure (Intrinsic Process) • Pure task and or people pleasure • Enjoyment during activities • When choosing tasks or a group of people, they choose whichever ones sound the most fun • Often put off tasks that aren’t fun • Best when engaged in work they enjoy performing • Will make the workplace a ‘fun place’

11. Behavioral Indicators of Intrinsic Process • Are easily taken off tasks when is not enjoyable • Will often talk about how much they like or dislikes the tasks assigned • Will volunteer freely for fun activities • Will seek jobs they enjoy doing • Won’t be good at their jobs, if they don’t enjoy doing the work

12. Tangible Rewards (Instrumental Motivation) • Concerned with tangible rewards • Pursue activities with $ outcomes • Choose jobs/careers based on $$$ • “What’s in it for me?” • View life as a series of exchanges • Always looking for better situations

13. Behavioral Indicators of Instrumental Motivation • Will ask “What’s in it for me?” • Will expect compensation for any and all extra work performed • Will talk about how much money they makes or should make • Will frequently talk about the relative wealth of others

14. Reputation (Self-Concept External) • Focus on others’ opinions • Work to enhance their reputation • Desire to meet others’ expectations • Pursue interpersonal connections • Seek membership and status within desired reference groups • Seek ‘recognition’ and ‘praise’

15. Behavioral Indicators of Self-Concept External • Will frequently ask for others’ feedback • Will seek praise and recognition for work performed • May often brag or tell stories about accomplishments • May be trendy or materialistic • May strive for popularity or fame • Will be attentive to who gets the credit when work is finished.

16. Challenge (Self-Concept Internal) • Strive to meet personal standards • Pursue activities that reinforce their self concept • Tend to be motivated from within • Seek activities that require their skills, values or qualities • May not require any public recognition for accomplishments

17. Behavioral Indicators of Self-Concept Internal • Will seek out new challenges at work • Work best when their skills are needed • Are disinterested in menial or insignificant tasks • Interested in developing and improving their abilities and talents • Will perform important tasks with little supervision or direction

18. Moral Purpose (Goal Internalization) • Must believe in the cause before they will work hard • Will often engage in moral activities • Are not concerned with self-interests • Principles guide their choices • They pursue jobs with socially moral organizations • May not be motivated by rewards, recognition, or esteem

19. Behavioral Indicators of Self-Concept External • Will ask about the purpose of tasks • Will comment on the strategic focus of organizations or lack of moral content • Will work hard when they believe in the cause; wont’ work hard if they don’t • May work harder in charity drives or service programs than they do in their regular jobs • Will live a professional life guided by a strict set of principles and values

20. Conclusion • People are motivated in different ways • To effectively motivate others, leaders need to: • Identify these motives • Find ways to tap into them • In large groups: need them all!

21. Results of De-motivation