Ba105 Final

LEADER

Leader

Creates vision

Long-term focus

👉 “Inspires the future”

MANAGER

Maintains order

Controls

👉 “Keeps things running”

Formal vs Informal Leadership

Formal: Official authority/title

Informal: Influence without title

Ex:    

• CEO = formal

• respected coworker = informal

Initiating Structure

Task-focused:

• organizing

• deadlines

• assigning tasks

Consideration

People-focused:

• support

• trust

• relationships

Situational Leadership

Best leadership style depends on:

• situation

• employee readiness

• employee ability

No single best style always works.

Transformational Leadership

Leader:

• inspires

• creates vision

• motivates change

Key word:

✨ Charisma

Servant Leadership

Leader puts EMPLOYEES first.

Focus:

• growth of followers

• support

• empowerment

Authentic Leadership

Leader is:

• genuine

• ethical

• transparent

PERFORMANCE REVIEWS

Why Conduct Them?

• improve performance

• feedback

• promotions/pay

• training needs

Performance Review Best Practices

• Specific feedback

• Focus on behavior

• Two-way discussion

• Future improvement

360-Degree Feedback

Feedback from:

• supervisors

• peers

• customers

• subordinates

• self

Halo effect

One good trait influences everything

Leniency

Rating everyone too positively

Similar-to-me

Favoring similar people

Best Practices for performance reviews

• specific feedback

• focus on behaviors

• two-way discussion

• future improvement

Bonus

Extra money

Piece rate

Paid per item

Merit pay

Raise based on performance

Recognition awards

Praise/Awards

Surface Acting

Faking emotions.

Ex:
Fake smile at rude customer.

Deep Acting

Actually trying to feel emotion.

Ex:
Trying to genuinely feel empathy.

Job Satisfaction

👉 How happy someone is at work.

Predicted by:

• fairness

• leadership

• work relationships

• low stress

• job design

Affective

WANT to stay

Continuance

NEED to stay

Normative

SHOULD stay

Job Performance

How well someone performs tasks.

Predicted by:

• ability

• motivation

• resources/support

Conscientiousness

Best predictor of job performance

Extraversion

Predicts leadership

Agreeableness

Predicts teamwork

Emotional stability

Predicts Lower stress

Openness

Predicts creativity

What is Motivation?

👉 Forces that determine:

• Direction of behavior

• Intensity

• Persistence

1. Maslow’s Hierarchy of Needs

Physiological → food, sleep

2. Maslow’s Hierarchy of Needs

2. Safety → security

3. Maslow’s Hierarchy of Needs

3. Social → belonging

4. Maslow’s Hierarchy of Needs

4. Esteem → respect

5. Maslow’s Hierarchy of Needs

5. Self-actualization → reaching potential

Intrinsic Motivation

Internal enjoyment

“I enjoy it”

Extrinsic motivation

External reward

“I get rewarded”

Equity Theory ⚖ “Fairness theory”

People compare their inputs/outcomes to others.

Inputs:

• Effort

• Time

• Skill

Outcomes:

• Pay

• Recognition

Expectancy Theory

Expectancy

“If I try, I can do it”

Instrumentality

“Performance leads to reward”

Valence

“I value the reward”

Memory:
👉 “Can do → rewarded → worth it”

If one is low motivation drops

Positive reinforcement

Add reward

Negative reinforcement

Remove unpleasant thing

(Can be good)

Punishment

Add negative consequence

Extinction

Ignore behavior

• remove reinforcement entirely

Continuous Reinforcement

Reward every time behavior happens.

Ex:

• employee praised after every sale

Partial/Intermittent Reinforcement

Reward only sometimes.

Ex:

• occasional bonuses

Key point:

Intermittent reinforcement usually creates stronger long-term behavior.

Self-Efficacy

Belief in your own ability to succeed.

High self-efficacy:

• more persistence

• higher motivation

Autocratic

“My way”

Democratic

Group input

Employees help

Laissez-faire

Hands-off

Employees decide themselves

Challenge Stressors

Hard BUT beneficial.

Example:

• difficult project

• promotion opportunity

Hindrance Stressors

Block growth.

Example:

• bureaucracy

• unclear expectations

Role ambiguity

Don’t know expectations

Role conflict

Conflicting demands

Role overload

Too much work

Job Characteristics Theory

5 parts:

• Skill variety

• Task identity

• Task significance

• Autonomy

• Feedback

Memory:

“These make jobs meaningful.”

Job Rotation

Switch jobs

Job Enlargement

More tasks.

Job Enrichment

More responsibility/control.

SMART Goals

S Specific

M Measurable

A Achievable

R Relevant

T Time-bound

Physiological Strain

• headaches

• fatigue

Psychological Strain

• anxiety

• burnout

Behavioral/Work Strain

• absenteeism

• turnover

• poor performance

Organizational Stress Management Approaches

• flexible schedules

• wellness programs

• employee assistance programs

• supportive supervisors

• clear communication

Individual stress management Approaches

• Nutrition

• Exercise

• Sleep

• Time management

Goals work best when:

• Feedback exists

• Goal commitment is high

• Self-efficacy is high

Downsides of Goals

• Stress

• Ethical shortcuts

• Narrow focus

• Burnout

Trait Theories

Traits linked to leadership:

• Extraversion

• Confidence

• Intelligence

• Integrity

Is all stress bad?

NO.

• Some stress motivates performance.

Other Causes Of stress

• Anticipatory stress

• Rumination

• Financial stress

• Uncertainty

• Workplace bullying