Burns' Transformational Leadership Theory Disciplines > Leadership >Leadership theories > Burns' Transformational Leadership Theory Assumptions |Description | Discussion | See also Assumptions Association with a higher moral position is motivating and will result in people following a leader who promotes this. Working collaboratively is better than working individually. Description Burns defined transformational leadership as a process where leaders and followers engage in a mutual process of 'raising one another to higher levels of morality and motivation.' Transformational leaders raise the bar byappealing to higher ideals andvalues of followers. In doing so, they may model the values themselves and usecharismatic methods to attract people to the values and to the leader.
So in terms of operant conditioning, the relationship is being positively reinforced because it's rewarding and hence the behaviour involved from both sides is likely to be repeated. Both needs and rewards need to be fulfilled for a relationship to work and this should be throughout as you need to satisfy your partner's needs in order to get your rewards (mutual affection), which in essence is what keeps the relationship going if there is a balance. They also conclude that we like people we associate with pleasurable feelings which is a form of classical conditioning as if we meet someone when we are in a positive mood we are more likely to like them than if we meet them when we are in a negative mood. Moreover, there is physiological evidence to support the roles of rewards in the formation of relationships. Aaron et al found those who scored high on a self report questionnaire of romantic love showed strong activity in
• Leader behavior is consistent with the leader's espoused values. • The leader's espoused values are consistent with cultural norms. 4) What is the most likely benefit from using participation in decision making? • The decision will be made more quickly. • The quality of the decision will be better.
Achievement motivated people prefer working on moderately difficult tasks, prefer achievements that are related to performance efforts, and crave a higher level of feedback than low achievers. Persons with needs for affiliation choose to spend time maintaining social relationships, joining groups, and need to be loved and also avoid conflict. The need for power identifies a person’s desire to influence, teach, coach, or encourage others in regards to achievement. (Kinicki). Bill Bailey can apply the concept of need for achievement to the merger support by requiring regular updates from the task force committee as they meet and collectively discuss information gathered in regards to consideration of the merger.
The growth or motivator factors, such as achievement and recognition, generate satisfaction in the workers profession. Extrinsic factors or hygiene, such as interpersonal relationships, salary and job security, generate job dissatisfaction. Correspondingly, Vroom's Expectancy theory is based on motivation and management. It assumes that actions result from conscious choices among alternatives and employee exertion will lead to great performance and performance, in turn, leads to incentives. Moreover, the theory is based upon the following three beliefs: Valence, Expectancy and Instrumentality which work together psychologically to create a motivational force such that the employee acts in ways to convey contentment and steer clear of twinge.
This essay will critically explore the reasons and mechanisms which define the influence of transformational leadership on followers’ performance. The claim that leadership style increases individual task performance and is a powerful instrument for subordinates to perform beyond expectations to be more innovative will be discussed. Finally, the effect of transformation leadership on performance at team and organisation level will be explained. Transformational leadership may increase individual task performance. For example, it was found to lead to greater students’ achievements in an education setting (Koh et al., 1995) or to higher levels of loan sales in a banking setting (Barling et al., 1996).
Within this framework of motivational process, Bandura focuses on three separate theories, which cause motivation including “attribution theory, expectancy-value theory, and goal theory”. In attribution theory, ones sees successes and failures as a result of his or her personal behavior. Expectancy –value theory originates from the concept that people’s actions are motivated by their belief of what they think that they are capable of achieving, and the belief that their actions will produce the outcome that they expected. In the concept of goal theory, Bandura shows that people “seek self-satisfaction from valued goal”. This theory stresses that people will work more diligently when a goal is set for them to obtain.
Humanistic Approaches: Maslow’s Hierarchy of Needs Humanistic Approaches: Maslow’s Hierarchy of Needs Nicole Agrella Psychology 281 Dr. Rose Huber Abstract Maslow proposed a hierarchy of needs. He began with the basic physiological needs and ended with transcendence needs. The more basic needs must be met before the higher needs can be fulfilled or satisfied. Maslow’s self-determination theory is a model of motivation in which three basic needs are seen as necessary to a human beings success in development including: autonomy, competence, and relatedness. Maslow’s intrinsic motivation occurs when people act because the act itself is rewarding.
Social Exchange Theory is a theory based on the exchange of rewards and costs to measure the values outcomes from different situations for an individual. People strive to minimize costs and maximize rewards and then base the likeliness of developing a relationship with someone on the perceived possible outcomes. When these outcomes are perceived to be greater, we disclose more and develop a closer relationship with that person. This is a humanistic theory because it has intrusive reliability. When you really think about your daily interactions with those closest to you, and think back to how they have evolved; this theory makes logical sense.
Porter and Lawler (1968) developed a complex model in their influential book, Managerial Attitudes and Performance, which consisted of four interrelated variables: (1) effort (work motivation), (2) job performance, (3) rewards received from performance (intrinsic and extrinsic rewards), (4) job satisfaction. The Porter-Lawler model also suggests that employee motivation depends upon two variables: the degree to which employees value certain rewards and employees’ belief that their efforts will result in their receiving of these rewards. This model integrated ideas of the expectancy theory and equity theory. According to the expectancy theory, an employee will be motivated to exert a high level of effort when he or she believes the following: that the effort will lead to good performance; that good performance will lead to organizational rewards; that the rewards will satisfy his or her personal goals. Expectancy can be expressed as a probability.