AC

Chapter 4 Leadership and Motivation

Chapter 4: Leadership & Motivation

1. Leadership Development in Sports

2. Case Study: New Leadership Motivates Sales Staff

  • An AHL franchise in Springfield, MA saw an increase in fan attendance.

  • Leadership championed a community engagement approach that positively influenced sales staff.

  • New leadership is more visible and supportive, fostering a better work environment compared to the previous team.

3. Chapter Objectives

  • Understand the interaction of motivation and leadership in workplaces.

  • Differentiate intrinsic vs. extrinsic rewards and motivation.

  • Explain the importance of mastery, purpose, and autonomy in motivation.

  • Create a psychographic profile of millennials and Generation Z regarding their motivations.

4. What is Motivation?

  • Definition: A mix of internal and external factors that influence behavior direction, effort, and persistence (Nguyen, Mujtaba, & Ruijs 2014).

  • Gary Nevolis suggests that effective communication and a supportive environment lead to motivation.

5. Maslow's Hierarchy of Needs

  • Self-actualization: Achieving personal potential and authenticity.

  • Self-esteem: Desire for recognition and respect within a group.

  • Social needs: Security in relationships and acceptance.

  • Safety: Confidence in avoiding danger and hardship.

  • Physiological needs: Basic survival requirements, including food and safety.

6. Personal Initiative

  • Collection of behaviors aligning with organizational goals:

    • Long-term focus, goal-oriented, action-oriented, resilient, proactive.

7. Rewards

  • Rewards are outcomes from individual labor, including measurable results like sales, sponsorships, and social media engagement.

8. Porter and Lawler's Model of Motivation

  • Components:

    • Value of reward, abilities and traits, effort, performance, perceived effort-reward probability, role perceptions.

  • Satisfaction derived from the perceived equity of intrinsic and extrinsic rewards linked to performance.

9. Rewards and Motivation

  • Intrinsic Rewards: Recognition, self-achievement, personal growth.

  • Extrinsic Rewards: Financial (salary, bonuses) and non-financial rewards (benefits, perks) that contribute to motivation.

10. Building Blocks of Workplace Motivation

  • Autonomy: Ability to act independently in a trusting and supportive workplace.

11. Maslow's Mastery

  • Growth Mindset: Motivation to improve and learn continuously.

  • Fixed Mindset: Focus on completing tasks rather than growing and improving.

  • Grit: Perseverance and passion for long-term goals, maintaining motivation in challenging times.

12. Leadership That Motivates

  • Leader-Member Exchange (LMX): Relationship quality influencing social interactions, trust, and mutual respect between leader and follower.

  • Leadership style affects motivation, behavior, and organizational performance.

13. Supportive vs. Controlling Leadership Styles

  • Supportive: Empowers and involves employees; provides feedback and promotes open communication.

  • Controlling: Micromanages tasks, demands strict adherence to rules and guidelines.

14. Empowering Leadership

  • Focus on transforming followers into self-leaders, emphasizing trust and empowerment.

  • Effective communication enhances confidence and risk-taking, leading to improved performance.

15. Motivating Millennials

  • Challenges: High unemployment/underemployment and low engagement rates; importance of regular manager check-ins.

  • Significant value placed on professional growth opportunities and learning.

16. Generation Z

  • Interest in educational opportunities without university degrees.

  • Entrepreneurial spirit with a focus on making an impact and personal empowerment.

17. Motivation to Lead (MTL)

  • Types:

    • Affective-Identity: Natural inclination towards leadership, typically characterized by extraversion and confidence.

    • Noncalculative: Agreeable individuals valuing collective harmony.

    • Social-normative: Sense of social duty to lead, often with prior leadership experience.

18. The Big Five Personality Traits

  • Traits used to predict leaders: neuroticism, extraversion, openness to experience, agreeableness, conscientiousness.

19. Other Predictors of Emergent Leaders

  • Narcissism: Arrogance, self-absorption, and a sense of entitlement.

  • Neuroticism: Poor emotional adjustment leading to anxiety and insecurity.

  • Agreeableness: Trust and concern for others.

  • Humility: Realistic self-view, appreciation for others, and a willingness to learn.

20. Dominance and Self-efficacy

  • Dominance: Desire for power and influence.

  • Self-efficacy: Perceived capabilities in leadership tasks.

21. Motivating Volunteers

  • Importance of volunteers in sports and community events; issues sustaining long-term volunteer involvement.

  • Factors influencing motivation include event image and personal growth opportunities.

22. Volunteer Functions Inventory

  • Values: Altruistic motivations for helping others.

  • Understanding: Desire to gain experience and knowledge.

  • Social: Motivated by relationships and networking.

  • Career: Volunteers aiming to maintain or enhance career skills.

  • Protective: Alleviating guilt through altruistic actions.

  • Enhancement: Focus on personal development and satisfaction.