POM Exam Quizlet: Motivation and Leadership Theories

Intrinsic motivation

Intrinsic motivation is behavior performed for its own sake, such as personal satisfaction or passion.

Extrinsic motivation

Extrinsic motivation is behavior performed to gain rewards or avoid punishment.

Maslow's Hierarchy of Needs

A five-level model of human needs: physiological, safety, belongingness, esteem, and self-actualization.

Expectancy theory components

Expectancy, instrumentality, and valence.

Expectancy in expectancy theory

The belief that one's effort will result in high performance.

Instrumentality in expectancy theory

The belief that high performance will lead to desired outcomes.

Valence in expectancy theory

The value a person places on the rewards of an outcome.

Herzberg's theory of motivation

It distinguishes between hygiene factors and motivators for job satisfaction.

Hygiene factors

Hygiene factors prevent dissatisfaction.

Motivators

Motivators increase satisfaction.

McClelland's three needs

Need for achievement, affiliation, and power.

Equity theory

A theory stating people compare their input/output ratio to others to determine fairness.

Underpayment inequity

When a person perceives their input/output ratio is less than others'.

Overpayment inequity

When a person perceives their input/output ratio is greater than others'.

Goal-setting theory

Theory stating that specific and challenging goals lead to higher performance.

Difference between leading and managing

Leaders inspire and motivate; managers plan and coordinate.

What do leaders do?

Leaders influence, guide, and inspire others toward a vision.

Servant leadership

Leadership style that focuses on serving the needs of others.

Transformational leadership

Leadership that motivates followers to exceed expectations and develop their potential.

Types of power a leader can have

Legitimate, reward, coercive, expert, and referent power.

Empowerment

Giving employees responsibility and authority to make decisions.

Two basic leader behaviors in the behavior model

Consideration and initiating structure.

Self-managed team

A team that manages itself without direct supervision.

Difference between a group and a team

A team works intensely with a shared goal, while a group may not.

Synergy

The idea that group output is greater than individual efforts combined.

Conformance

Aligning with group norms and behaviors.

Types of groups

Formal (created by management) and informal (naturally formed).

Formal groups

Created by management.

Informal groups

Naturally formed.

Top management teams

Coordinate strategy and decision-making at the highest level.

Command groups

Permanent groups.

Ad hoc groups

Temporary groups.

Reciprocal task interdependence

Each member's work depends on others' work.

Group role

A set of tasks and behaviors expected of a group member.

Formal leaders

Officially designated leaders.

Informal leaders

Leaders who emerge naturally.

Five stages of team development

Forming, storming, norming, performing, and adjourning.

Prosocial motivation

Motivation driven by the desire to benefit others or society.

Outcomes in motivation theory

Things a person gets from a job like pay, benefits, recognition.

Inputs in motivation theory

What a person puts into a job like effort, time, skills.

Organizational behavior modification (OB Mod)

Using reinforcement strategies to encourage functional behaviors.

Positive reinforcement

Giving a reward after a desired behavior to increase its frequency.

Negative reinforcement

Removing an unpleasant outcome after a desired behavior.

Punishment in operant conditioning

Administering a negative consequence to reduce bad behavior.

Extinction in operant conditioning

Removing reinforcement to reduce undesired behavior.

Vicarious learning

Learning by observing others being rewarded for certain behaviors.

Self-efficacy

Belief in one's ability to succeed at a task.

Pay in expectancy theory

As an outcome linked to performance, increasing motivation.

Merit pay

Pay based on performance—individual, group, or organizational.

Piece-rate pay plan

Pay based on the amount of output produced.

Legitimate power

Power based on one's position or role in the organization.

Reward power

Power from the ability to give rewards.

Coercive power

Power from the ability to punish.

Expert power

Power from having specialized knowledge or skills.

Referent power

Power from personal traits that others admire.

Benefit of empowerment for followers

Increased motivation, engagement, and confidence.

Benefit of empowerment for leaders

Reduces micromanagement and builds trust.

Consideration in leadership

Showing care and concern for subordinates.

Initiating structure in leadership

Defining roles and setting clear goals for tasks.

Servant leadership

Builds trust by putting others' needs first and supporting their development.

Transformational leadership

Promotes innovation by inspiring followers and encouraging change.

Group cohesiveness

The extent to which members are attracted to and committed to the group.

Effect of group cohesiveness on performance

It can increase participation, conformity, and goal focus.