領(lǐng)導(dǎo)學(xué)：在實踐中提升領(lǐng)導(dǎo)力（原書第10版）教案-指導(dǎo)手冊 第9章　追隨者的激勵　

Chapter09–FollowerMotivation

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Part3:FocusontheFollowers

Followers

Leader

Situation

Chapter9:FollowerMotivation

Part3Overview

Researchershaveonlyrecentlygivenseriousconsiderationtothetopicsoffollowersandfollowership,revealingseveralinterestingquestionsandfindings

Virtuallyeveryoneisafolloweratsomepoint,eventhoseinpositionsofauthority

Therearetimeswhensituationaldemandsrequireanindividualinaformalfollowershiproletostepintoaleadershiprole

Itisimportanttorememberthevitalrolefollowersplayinsocietalchangeandorganizationalperformance

Thoughaskingwhyanyonewouldwanttobealeaderisaninterestingquestion,perhapsamoreinterestingquestioniswhyanyonewouldwanttobeafollower

Evolutionarypsychologyhypothesizesthatpeoplefollowbecausethebenefitsofdoingsooutweighthecostsofgoingitaloneorfightingtobecomethegroupleader

Leadersadoptingthisapproachtofollowershipmustdoalltheycantoalignfollowers’goalswiththoseoftheorganization

Theymustensurethebenefitspeopleaccrueoutweighthecostsofworkingfortheleader

Followerswilleithermutinyorleaveifgoalsaremisalignedorinequalitiesareperceived

Socialpsychologytellsusthatissomesituationspeopleseemtoowillingtoabdicateresponsibilityandfolloworders,evenwhenitismorallyoffensivetodoso

TheMilgramexperimentsshowedthatnearly75percentofbothmenandwomenwillfollowordersofcompletestrangerswhotheybelievehaveauthority

Forleadershippractitioners,thisshowsthatmerelyoccupyingpositionsofauthoritygrantsleadersacertainamountofinfluenceoverfollowers

Leadersneedtousethisinfluencewisely

Socialpsychologyalsotellsusthatidentificationwithleadersandtrustaretwootherreasonswhypeoplechoosetofollow

Aleader’spersonalmagnetismcandrawinfollowersandconvincethemtotakeaction

Itisunlikelythatpeoplewillfollowleaderstheydonottrust

Therearevariousmodelsfordescribingdifferenttypesoffollowers

Theframeworksdescribethreetosixdifferentfollowerstypesandhavemoresimilaritiesthandifferences

Belowisamoredetaileddescriptionoftwoofthesemodels

ThePotterandRosenbachFollowershipModel

Themodelisbasedontwoindependentdimensions:followerperformancelevelsandthestrengthofleader-followerrelationships

Theperformanceinitiativedimensionisconcernedwiththeextenttowhichanindividualfollowercandotheirjob,workeffectivelywithotherteammembers,embracechange,andviewthemselvesasanimportantassettoteamperformance

Followerswithhighscoresonthisdimensionarecompetent,getalongwellwithothers,supportleaders’changeinitiatives,andtakecareofthemselves

Therelationshipinitiativedimensionisconcernedwiththedegreetowhichfollowersacttoimprovetheirworkingrelationshipswiththeirleaders

Followersscoringhighscoresonthisdimensionareloyalandidentifywiththeirleaders’visionbutwillraiseobjectionsandnegotiatewhenneeded

Becausethetwodimensionsareindependent,theycanbeplacedonverticalandhorizontalaxesandusedtodescribefourdifferenttypesoffollowers–seediagramintext

Typesoffollowersincludesubordinates,contributors,politicians,andpartners

Subordinatesarefollowersinthetraditionalsense–theydoastheyaretold

Contributorsarehardworkers,motivatedtobecomeexperts

Politiciansputmoreemphasisongettingalongwellwiththebossthanongettingthingsdone–someappeartoenjoythegame,othersaremanipulators

Partnersarecommittedtohighperformanceandgoodrelationshipsbutmorelikelytoraiseuncomfortableissuesandholdleadersaccountablethanpoliticians

Severalaspectsofthismodelareworthyofadditionalcomment

First,thesituationplaysanimportantroleindeterminingfollowershiptypes

Second,allfourtypescanplayvaluablerolesinorganizations

Third,thismodelhelpsleadersunderstandtheirownfollowershiptype,differentkindsoffollowers,whattypesoffollowerstheycurrentlyhave,andhowtocreateeffectivefollowership

Thismodelhastwopotentialdrawbacks

First,themodelputsmuchresponsibilityforeffectivefollowershiponfollowers

Second,itmaynottakeintoaccounttherolethatineffectiveleadershipplaysinfollowership

TheCurphyandRoelligFollowershipModel

Thismodelalsoconsiststotwoindependentdimensionsandfourfollowershiptypes

Thetwodimensionsarecriticalthinkingandengagement–seediagramintext

Criticalthinkingisconcernedwithafollower’slevelofcuriosityandabilitytochallengethestatusquo,askgoodquestions,detectproblems,anddevelopsolutions

Engagementisconcernedwiththelevelofeffortpeopleputforthatwork

Thefourfollowertypesarecriticizers,self-starters,slackers,andbrown-nosers

Self-startersandpassionateabouttheteamandexertconsiderableefforttomakeissuccessful–byfarthemosteffectivefollowershiptype

Brown-noserssharethestrongworkethicbutlackcritical-thinkingskillsofself-starters

SeeHighlightPart3.1

Slackersdonotexertmucheffortandfeelentitledtoapaycheckjustforshowingup

Criticizersaredisengagedyetpossessstrongcritical-thinkingskills

SeeHighlight3.2

Thismodelhasseveralaspectsworthadditionalcomment

First,themodelcanhelpleadersassessfollowertypesanddeterminethebestwaystomotivatedirectreports

Second,theleadersneedtounderstandthatfollowershiptypesarenotstaticandchangewiththesituation–seediagraminbookonfollowershiptypechanges

Third,itisnotunusualforfollowerstostartcareersornewjobsasbrown-nosers

Fourth,organizationshavingdecentselectionprocessesaremorelikelytohirebrown-nosersandself-startersthancriticizersandslackers

Fifth,peopleinpositionsofauthorityneedtorealizehowtheirownfollowershiptypeaffectshowtheyleadothers

AlsoseeHighlightPart3.3wherethekeytermconfirmationbiasisintroduced

LearningObjectivesforChapter09

LO09-01:Definemotivation,satisfaction,engagement,performance,andeffectiveness.

LO09-02:Identifyhowtounderstandandinfluencefollowermotivation.

Chapter09BriefOutline

Introduction

DefiningMotivation,Satisfaction,Engagement,Performance,andEffectiveness

UnderstandingandInfluencingFollowerMotivation

Motives:HowDoNeedsAffectMotivation?

AchievementOrientation:HowDoesPersonalityAffectMotivation?

GoalSetting:HowDoClearPerformanceTargetsAffectMotivation?

TheOperantApproach:HowDoRewardsandPunishmentAffectMotivation?

Empowerment:HowDoesDecision-MakingLatitudeAffectMotivation?

Summary

Chapter09ExtendedOutline

Introduction

Thischapteraddressesthreekeyareas

First,weexaminethelinksamongleadership,motivation,satisfaction,engagement,performance,andeffectiveness–sixcloselyrelatedtopics

Second,wereviewsomemajortheoriesandapproachestomotivation,performance,andeffectiveness

Third,wediscusswhatleaderscandotoenhancethemotivationandperformanceoftheirfollowersandeffectivenessoftheirteamsiftheyimplementdifferenttechniques

Anin-depthdiscussionofemployeesatisfactionandengagementisfoundinChapter10

Chapter11reviewsfollowerperformance,effectiveness,andpotential

DefiningMotivation,Satisfaction,Engagement,Performance,andEffectiveness

Figure9.1providesanoverviewofthegeneralrelationshipsamongleadership,motivation,satisfaction,engagement,performance,andeffectiveness

Someleadershipbehaviors,suchasbuildingrelationshipsorconsiderationresultinmoresatisfiedandengagedfollowers

Otherleadershipbehaviors,suchassettinggoals,providingneededresourcesandfeedback,andrewardingperformanceappeartoincreasefollowerengagementandperformancelevels

Teamoruniteffectivenessistheimpactofaggregatedfollowerbehaviors

Finally,thereisoneaspectofFigure9.1worthnoting–leadersrarelyhaveadirectimpactoncustomersatisfactionorunitorteameffectiveness–followersareresponsibleforthis

Researchersdefinemotivationasanythingprovidingdirection,intensity,andpersistencetobehavior

Likepersonalitytraits,motivationisnotobservablebutinferredfrombehavior

Performance,bycontrast,concernsbehaviorsdirectedtowardtheorganization’smissionorgoalsortheproductsandservices,resultingfromthosebehaviors

Performancediffersfromeffectiveness,whichinvolvesmakingjudgmentsabouttheadequacyofbehaviorwithrespecttocriteriasuchasworkgroupororganizationalgoals

Jobsatisfactionisnothowhardyouworkorhowwellyouwork,butratherhowmuchyoulikeaspecifickindofjoborworkactivity

Peoplemoresatisfiedwiththeirjobsaremorelikelytoengageinorganizationalcitizenshipbehaviors–behaviorsrelatedtoajobbuthelpfultoothersatwork

Employeeengagementhasreplacedjobsatisfactionasthemostimportantattitudeintheworkplace

Thisistheextenttowhichpeopleenjoycomingtoworkorhappywiththeirpayandbenefits

Itistheextenttowhichpeopleareabsorbedwith,committedto,andenthusiasticabouttheirassignedworktasks

MajoreventscausedchangesinjobsatisfactionandengagementlevelsamongU.S.employees

From2002to2007theU.S.enjoyedstrongeconomicgrowthandcompaniesexpanded

Thosewaitingfornewlyhiredemployeestostartexperiencedheavierworkloads

Therewasalsoconsolidationandreorganizationatanincreasedlevel

Changewasanoverarchingtheme,makingemployeeloyaltydifficult

Thisperiodbroketheimplicitcontractbetweenemployersandemployees

Theglobalrecessionof2007to2009causedcompaniestofreezehiringandlayoffworkers

Theunemploymentratedoubled

Thoseworkinghadtodomorewithfewerresourcesandlowerpay

Thisperiodcutjobsatisfactionandemployeeengagementtorecordlows

Today,manyleadersfacethedualchallengesofachievingincreasinglydifficultteamgoalswhilehavingfewerfollowersavailabletodothework

Tomeetthesechallenges,companiesmustrecruit,develop,andretaintoptalent

Thebestleadersmaybethosewhocanmotivateworkerstoperformatahighlevelwhilemaintaininganequallyhighlevelofemployeeengagementandjobsatisfaction

Highlight9.1containsadiscussionofproductivityandjobsatisfaction

Nowwecanexploretherelationshipsbetweenmotivation,satisfaction,engagement,performance,andeffectivenessabitmore

Asalreadynoted,motivationdoesnotalwaysensurefollowerperformanceorteameffectiveness

Highermotivationusuallyaffectsperformanceonlyiffollowersalreadyhavetheabilities,skills,andresourcestogetthejobdone

Theimplicitlinkbetweensatisfaction,engagement,andmotivationisthatsatisfactionandengagementincreasewhenpeopleaccomplishatask,particularlyadifficulttask

Itmightalsoseemlogicalthatperformancemustbehigheramongsatisfiedworkers,butthisisnotalwaysso–althoughsatisfactionandperformancearecorrelated

Happyworkersarenotalwaysthemostproductive

Norareunhappyworkersalwaysthepoorestperformers

Satisfactionhasonlyanindirecteffectonperformance

Employeeengagement,ratherthanjobsatisfaction,hasstrongrelationshipswithjobperformanceandteamoruniteffectiveness

JobsatisfactionandemployeeengagementarediscussedindetailinChapter10

Anexampleofahighlyengaged,high-performing,andeffectiveleaderisfoundinProfilesinLeadership9.1

UnderstandingandInfluencingFollowerSatisfaction

AsdescribedinHighlight9.2,organizationsspendbillionsonmotivatingemployees

Butdotheseinterventionsactuallyimprovejobsatisfaction,retention,andperformance?

Wewilllookatseveralapproachestounderstandingfollowermotivation,andaddressimplicationsofeachapproachforfollowersatisfactionandperformance

Leaderswhoknowaboutdifferentmotivationaltheoriesare

Morelikelytochoosetherighttheoryforaparticularsituation

Oftenhavehigher-performingandmoresatisfiedandengagedemployees

Mostperformanceproblemscanbeattributedtounclearexpectations,skilldeficits,resourceorequipmentshortages,oralackofmotivation

Ofthesecauses,leadershavethemostdifficultyinrecognizingandrectifyingmotivationproblems

Amajorairlinewashavingseriousproblemswiththecustomerserviceitsflightattendantsprovided

Tofixtheproblem,theairlinehadallattendantsgothroughatwo-daycustomerservicetrainingprogram–butthingsonlygotworseafterthat

Therootcausewasalackofmotivationtoprovidegoodcustomerservice

Whenaskedwhattheyfoundmostmotivating,theattendantsstated“timeoff”

Inthissection,wewilldiscussthekeyaspectsoffivepopularandusefulapproachestounderstandingmotivationinworkorleadershipcontexts

ThefivetheoriesandapproachesarelistedinTable9.1

Wewillalsodiscusshowleaderscouldapplytheseapproachestomotivatetwofictitiousfollowers,JulieandLingLing

Julieisa21-year-oldskiliftoperatorinBanff,Alberta,Canada

Herprimaryjobistoensurepeoplegetonandoffherskiliftsafely

Shedoesperiodicequipmentsafetychecksandmaintainstheliftlinesandassociatedareas

Julieworksfrom8:30to5:00fivedaysaweek,ispaidasalary,andhasapassallowinghertoskiforfreewhensheisoffwork

LingLingisa35-year-oldrealestateageinHongKong

Sheworksforanagencythatlocatesandrentsapartmentsforpeopleonone-tothree-yearbusinessassignmentsformultinationalcompanies

Sheworksmanyeveningsandweekendsshowingapartments

Sheispaidasalarypluscommissionforeveryrental

Motives:HowDoNeedsAffectMotivation?

Needsrefertointernalstatesoftension,oruncomfortablestatesofdeficiencythatpeoplearemotivatedtochange

Accordingtothismotivationalapproach,leadershippractitionerscangetfollowerstoengageinandpersistwithcertainbehaviorsbycorrectlyidentifyingandfulfillingtheirneeds

TheneedsapproachisillustratedbyMaslow’shierarchyofneedswhichmaintainsthatpeoplearemotivatedbyfivebasictypesofneeds

Physiological,security,affiliation,self-esteem,andself-actualization

Laterresearchersdescribedthreeneedsthatdriveemployeeswhocreatenewproductsorservicesorperformcomplex,non-routinework—autonomy,mastery,andmeaning

Autonomyisconcernedprimarilywithmakingchoices

Akeyfactorinthegigeconomy,asitallowsfollowerstosettheirownhoursandbetheirownboss

Masteryisconcernedwithhelpingfollowersdevelopthoseskillsthatwillenablethemtoperformathigherlevels

Onecriticalaspectisprovidingfollowerswithfeedbackonskilldevelopmentortaskprogress

Meaningisthenotionofdoingsomethingthatmatters,havinganimpact,orbeingapartofsomethingbiggerthanoneself

Leaderswantingtocapitalizeonthismotivationalapproachneedtomakethecauseandeffectortask-impactlinkexplicitforfollowers

Therearesomeinterestingaspectsofautonomy,mastery,andmeaningworthnoting

First,rewardsandpunishmentworkwellformotivatingemployeesdoingroutineworkbutdonothelpwhenitcomestoperformingcomplextasksorcreatingnewproducts

Manywhoworkunderpay-for-performanceconditionslikethefactthattheircompensationdependsontheirresultsandviewbonusesaswaytodetermineimpact

Second,followersneedtobepaidatmarketorbetter-than-marketrates

Otherwisepaydissatisfactionwillruletheday

Third,whatmaybeinteresting,impactful,developmental,orempoweringtoonefollowermayhavetheoppositeeffectonanother

Fourth,thedifferentgenerationallevelsviewautonomy,mastery,andmeaningsimilarly

Finally,leadersshouldrecognizethatmanyjobsprovidelittleautonomyormeaninganddonotrequireahighlevelofmastery

Whatcanleadersdoiftheywanttousethedriveapproachtomotivatefollowerstoperformathigherlevels?

First,leadersneedtoensurethatpayissuesarenotasourceofdissatisfaction

Second,leadersneedaclearunderstandingof

Howtominimizetherulesgoverningfollowers’behavior

Whatfollowersspecificallyneedtodeveloporimprove

Whatispersonallymeaningfultotheirfollowers

SeeHighlight9.3

JulieandLingLing’sbosseswouldusesimilarapproachestomotivatethem

Julie’sbosswouldwanttofindoutwhatispersonallymeaningfultoJulie

Anddeterminewhatbehaviorsshecanalreadydo

Andwheresheneedstoimprovetobeanoutstandingliftoperator

Andwouldwanttogiveherautonomytoruntheliftanywayshewantsaslongasitoperatesinasafeandefficientmanner

Julie’sbosswouldwanttofindwaystoprovideJuliewithcustomerandoperationalfeedbacksoshecoulddeterminewhethershewasmakingprogresstowardhergoals

LingLing’sbosswouldwanttomaketheconnectionsbetweenLingLing’sjob,customersatisfaction,andoverallcompanyresults

Helpherdeveloptheskillsneededtobeanoutstandingrealestateagent

Giverherregularfeedbackperformance

Providetheautonomytoworkwheneverandwherevershewants

Eliminateanyrulesorroadblocksthatinterferewithrentingapartments

AchievementOrientation:HowDoesPersonalityAffectMotivation?

Thisapproachissimple:Toimprovegroupperformance,leadersshouldselectfollowerswhopossesstherightskillsandhaveahigherlevelofachievementorientation–seeHighlight9.4

Anindividual’stendencytoexertefforttowardtaskaccomplishmentdependspartlyonthestrengthofhisorhermotivationtoachievesuccess—theirachievementorientation

Individualswithastrongachievementorientation–orastrongneedforachievement

Prefertasksthatprovideimmediateandamplefeedbackandmoderatelydifficult

Thatis,tasksthatrequireaconsiderableamountofeffortbutareaccomplishable

Feelsatisfiedwhentheysuccessfullysolveworkproblemsoraccomplishjobtasks

Sethighpersonalgoalsandputinthetimeandeffortnecessarytoachievethem

Individualswitharelativelylowneedtoachieve

Prefereasiertasksanddonotfeelsatisfiedbysolvingproblemsorperformingtasks

Theysetlowerpersonalandworkgoalsandarelesslikelytoaccomplishthem

AchievementorientationisacomponentoftheFiveFactorModelorOCEANmodelofpersonalitydimensionofconscientiousness–seeChapter06

Conscientiousnessispositivelyrelatedtojobperformanceandsuccessinlifeandwork

Peoplewithhigherlevelsofachievementorientationdisplaythesamesuccess

AchievementorientationappearstobeacommonsuccessfactorunderlyingthecareersofPingFu,MarkRoellig,andJamesMwangi–ProfilesinLeadership9.1,9.2,and9.3

Highachieverscanbecomedemoralizedwhenfacingunclearorimpossibletasks

Leadersneedtogivehighachieverscleargoalsandtheresourcestheyneedtosucceed

SeeHighlights9.4through9.6(9.5introducesthetermprofessionalenergy)

HowcouldaleaderapplythisknowledgeofachievementorientationtoimprovetheperformanceofJulie,LingLing,andtheflightattendantsdescribedearlier?

Assumingtheyhadhigherscoresforachievementorientation

WewouldexpectLingLingtoworkwithherbosstosetaggressivegoalsforrentingapartmentsandthenworkmanynightsandweekendstoachievethosegoals

WemightalsoexpectLingLingtoobtainherMBAoverthenextfewyears

Juliecouldalsobeexpectedtosethighpersonalandworkgoals

ButshemayfindherjoblimitsherabilitytopursuethesegoalsasJuliehasnocontroloverhowmanypeoplerideonherlift

Sincethejoblimitsherachievementorientation,shemaypursueotheractivities

Suchasbecominganexpertskier

Joiningtheskipatrol

Doingskiracing

Lookingforadditionalresponsibilitiesoropportunitiesforadvancement

Orfindanotherjobwhereshecanfulfillherachievementorientation

SinceJuliewouldsetandworktowardhighgoals,agoodbosswouldworkcloselywithhertofindwork-relatedwaystocapitalizeonherachievementorientation

ApplyingtheachievementorientationtotheflightattendantsituationortoU.S.workersfrom2002to2019leadstosomeinterestingpoints

Perhapstheairlinedidnotscreenforconscientiousnesswhenhiringanddoesnothaveenoughpeoplewithhighscorestodelivergoodcustomerservice

Orthecompanydidhirepeoplewithhighconscientiousnessbutdidnot

Setanymeasurablegoals

Ignoredrequestforbetterequipment

Failedtobackupstaffchallengedby“bad”travelers

Didnotgiveanyrecognitionforjobswelldone

Soattendantsfeltsetupforfailure

WithrespecttoU.S.workersfrom2002to2019

Thosewiththehighestlevelsofachievementorientationwerelikelypromotedandstayedwiththeircompanyduringtherecession

Becausemanypeoplefoundthemselvesoutofajob,thosewithhighlevelsofachievementorientationfoundworkelsewhereorstartedtheirownbusiness

GoalSetting:HowDoClearPerformanceTargetsAffectMotivation?

Oneofthemostfamiliarandeasiestformalsystemsofmotivationtousewithfollowersisgoalsetting.

Fromtheleader’sperspective,thisinvolvessettingclearperformancetargetsandthenhelpingfollowerscreatesystematicplanstoachievethem

Numerous,comprehensivestudiessupportseveralaspectsofgoalsetting

First,goalsthatarebothspecificanddifficultresultedinconsistentlyhighereffortandperformance,whencontrastedwith“doyourbest”goals

Second,goalcommitmentiscritical

Followerparticipationinsettinggoalsincreasescommitment

Third,followersexertedthegreatesteffortwhengoalswereaccompaniedbyfeedback

Severalotheraspectsofgoalsettingareworthnoting

First,goalscanbesetforanyaspectofperformance,aslongasgoalsdonotconflict

Second,determininghowchallengingtomakegoalscreatesadilemmaforleaders

Researchsuggestsleadersmightmotivatefollowersmosteffectivelyby

Settingmoderatelydifficultgoals

Recognizingpartialgoalaccomplishment

Makinguseofacontinuousimprovementphilosophybymakinggoalsincrementallymoredifficult

Aleader’simplicitandexplicitexpectationsaboutgoalaccomplishmentaffectsperformance

ThePygmalioneffectoccurswhenleadersarticulatehighexpectationsforfollowers;inmanycasestheseexpectationsalonewillleadtohigher-performingfollowersandteams

However,theGolemeffectisalsotrue—leaderswhohavelittlefaithintheirfollowers’abilitytoaccomplishagoalarerarelydisappointed

Theseresultsindicateleaderswantingtoimproveindividualperformanceorteameffectivenessshould

Sethighbutachievablegoalsandexpressconfidencethatthejobwillgetdone

HowcouldleadersapplygoalsettingtoJulie,LingLing,andtheflightattendantstoincreasetheirmotivationlevels?

JulieandLingLing’sbossesshouldworkwiththemtosetspecificandmoderatelydifficultgoals,expressconfidencetheywillachievethegoals,andprovidefeedbackonprogress

BothbossesshouldtakecaretosetmeasurablegoalssotheycanprovidemeaningfulfeedbackandkeepJulieandLingLingontrack

Goalsettingcouldalsohelptheairlinemotivateattendantstoprovidebettercustomerservice

Theairlinewillfirstneedagoodwaytomeasurecustomersatisfactioninordertosetacleargoal,providefeedback,andholdattendantsaccountable

Thereisadarksidetogoalsettinginthatitmayworktoowell

Followerscangetsofocusedontheirgoalsthattheyarenotwillingtospendanytimeoreffortonactivitiesnotalignedwithgoalaccomplishment

Theymayignorecustomersorbeuncooperativewithcoworkersiftheyhavenogoalspertainingtocustomersatisfactionorteamwork

Theymayevengosofarastobendrulesorbreaklawstoachievetheirgoals

Leadersmaygetsofocusedongoalstheyendupwillingthebattlebutlosingthewar

Theymustnotforgetthepurposeoftheirbusiness

Goalsettingworks,butleadersneedtobecarefulthatfollowers’goalsdrivetherightbehaviors–moreinChapter12

TheOperantApproach:HowDoRewardsandPunishmentAffectMotivation?

Anotherpopularwaytochangethedirection,intensity,orpersistenceofbehavioristhroughrewardsandpunishmentsaswiththeoperantapproach

Arewardisanyconsequencethatincreasesthelikelihoodthataparticularbehaviorwillberepeated

IfJuliegotacashawardforsuggestionstoimprovecustomerserviceattheskiresort,shewouldbemorelikelytoforwardadditionalsuggestions

Punishmentistheadministrationofanaversivestimulusorthewithdrawalofsomethingdesirable,eachofwhichdecreasesthelikelihoodthataparticularbehaviorwillberepeated

IfLingLinglosesherbonusfornotgettingherpaperworkinontime,shewillbelesslikelytodosointhefuture

Bothrewardsorpunishmentscanbeadministeredinacontingentornoncontingentmanner

Contingentrewardsorpunishmentsareadministeredasconsequencesofaparticularbehavior

Noncontingentrewardsandpunishmentsarenotassociatedwithparticularbehaviors

Behaviorsthatarenotrewardedmayeventuallybeeliminatedthroughtheprocessofextinction

Thereisampleevidencethat

Whenimplementedproperly,theoperantapproachcanbeaneffectivewaytoimprovefollowermotivationandperformance

Rewardsworkbetterthanpunishments,particularlyifadministeredinacontingentmanner

Leaderswhoproperlydesignandimplementcontingentrewardsystemsincreasefollowerproductivityandperformance

SeeHighlights9.7,9.8,and9.9forinformationonincentivesystems

Usingoperateprinciplesproperlyrequiresseveralsteps

First,clearlyspecifywhatbehaviorsareimportant

Julie’sandLingLing’sleadersneedtospecifywhattheywantthemtodo,howoftentheyshoulddoit,andthelevelofperformancerequired

Second,determineifthosebehaviorsarecurrentlybeingpunished,rewarded,orignored

Sometimesfollowersarerewardedforbehaviorsleadersaretryingtoextinguish,andpunishedforbehaviorsleaderswanttoincrease

Juliemaygetconsiderablepositiveattentionfrompeersbytalkingbacktoherleaderorforviolatingtheskiresortdresscode

LingLingmaybeoverlycompetitiveandgetpromotedaheadofherpeers,evenwhenherbossextolstheneedforcooperationandteamwork

Sometimesleadersignorebehaviorstheywouldliketoseestrengthened

Julie’sbossconsistentlyfailedtoproviderewardswhenJulieworkedhardtoachieveimpres