1 chapter ten motivation and coaching skills © 2010 cengage learning. all rights reserved. may not...

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Chapter Ten

Motivation and Coaching Skills

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.


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Learning Objectives

Identify and describe leadership skills linked to expectancy theory.

Describe goal theory. Describe how leaders can motivate

others through recognition.


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Learning Objectives (cont’d)

Describe how leaders can motivate using social equity theory

Understand the characteristics of coaching and how to practice coaching skills and techniques

Describe how executive coaches help enhance leadership skills.


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Expectancy Theory

The amount of effort people expend depends on how much reward they expect to get in return

It is cognitive because it emphasizes the thoughts, judgments, and desires of the person being motivated

It is a process theory because it attempts to explain how motivation takes place


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Figure 10-1 The Expectancy Theory of Motivation


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Basic Components of Expectancy Theory

Valence is a measure of the worth or attractiveness of an outcome on a scale -100 to +100

Instrumentality is a measure of performance-to-outcome on a scale of 0 to 1.0

Expectancy is a measure of effort-to-performance on a scale of 0-1.0


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Implications for LeadersHow to apply Expectancy Theory

Determine what levels and kinds of performance are needed to achieve organizational goals

Make the performance level attainable by the individuals being motivated

Train and encourage people Make explicit the link between

rewards and performance


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Implications (cont’d)

Make sure the rewards are large enough Analyze what factors work in opposition to

the effectiveness of the reward Explain the meaning and implications of

second-level outcomes Understand individual differences in

valences Recognize that when workers are in a

positive mood, high valences, instrumentalities, and expectancies are more likely to lead to good performance


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Goal Theory

Behavior is regulated by values and goals

A goal is what a person is trying to accomplish

People desire to behave in ways consistent with their values


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Figure 10-2 Goal Theory


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Using Recognition and Prideto Motivate Others

Recognition is a strong motivator because it is a normal human need

Recognition can be oral, written, or material

Recognition, including praise, is low cost and often motivates employees to elevate their performance


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Appealing to Pride

Pride in a job well done is an intrinsic motivator that contributes to job performance

Receiving a gift or bonus is an extrinsic motivator

Some believe managers should focus on pride, not money, as their primary motivating tactic


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Equity Theory andSocial Comparison

Employees compare themselves to others in the organization

If the employee perceives equity in the workplace they are more likely to feel motivated and satisfied

Equity exists if an individual concludes that his or her own outcome/input ratio is equal to that of other people


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Equity Theory andSocial Comparison (cont’d)

If inequity is perceived, the employee may attempt to alter the outcome, alter the input, or in the extreme, leave the situation (quit)

To alter the outcome, they may ask for a raise, bonus, promotion, time off, or try to convince management to give less to others


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Equity Theory andSocial Comparison (cont’d)

To alter the input the employee may decrease effort or time devoted to work

It is important for leaders to recognize the consequences of inequity and take steps towards an equitable workplace


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Coaching as Motivation

Coaching is a way of enabling others to act and build on their strengths

The purpose of coaching is to help the employee learn from the job and develop as an employee

Coaching is giving employees the resources they need to make their own decisions


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Fallacies About Coaching

Coaching applies only in one-to-one work Coaching is mostly about providing new

knowledge and skills If coaches go beyond giving instruction in

knowledge and skills, they are in danger of getting into psychotherapy

Coaches need to be expert in something in order to coach

Coaching has to be done face-to-face


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Coaching Skills and Techniques

1. Communicate clear expectations to group members

2. Build relationships3. Give feedback on areas that

require specific improvement4. Listen actively5. Help remove obstacles


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Coaching Skills and Techniques (cont’d)

6. Give emotional support7. Reflect content or meaning8. Give some gentle advice and

guidance9. Allow for modeling of desired

performance and behavior10. Gain a commitment to change11. Applaud good results


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…is a one-on-one development process formally contracted between a coach and a management-level client to help achieve goals related to the professional and/or business performance.

Executive Coaching


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Summary

Effective leaders are outstanding motivators and coaches

The expectancy theory of motivation is useful for developing motivational skills because it is comprehensive, building on other theories of motivation

Expectancy theory has several implications and provides guidelines for leaders


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Summary (cont’d)

Goal theory is a basic process that is directly or indirectly part of all major theories of motivation

Recognition and reward programs are a direct application of positive reinforcement


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Summary (cont’d)

Managers often consult personal executive or business coaches to help them be more effective leaders

1 chapter ten motivation and coaching skills © 2010 cengage learning. all rights reserved. may not...

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