Chapter Ten
Motivation and
Coaching Skills
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be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
1
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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or duplicated, or posted to a publicly accessible website, in whole or in part.
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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or duplicated, or posted to a publicly accessible website, in whole or in part.
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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or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 10-1 The Expectancy
Theory of Motivation
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or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Leaders
How 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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or duplicated, or posted to a publicly accessible website, in whole or in part.
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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or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 10-2 Goal Theory
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Using Recognition and Pride
to 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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or duplicated, or posted to a publicly accessible website, in whole or in part.
Equity Theory and
Social 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 and
Social 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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or duplicated, or posted to a publicly accessible website, in whole or in part.
Equity Theory and
Social 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 relationships
3. Give feedback on areas that
require specific improvement
4. Listen actively
5. Help remove obstacles
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Coaching Skills and Techniques
(cont’d)
6. Give emotional support
7. Reflect content or meaning
8. Give some gentle advice and
guidance
9. Allow for modeling of desired
performance and behavior
10. Gain a commitment to change
11. Applaud good results
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Executive Coaching
…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.
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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
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or duplicated, or posted to a publicly accessible website, in whole or in part.
