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Chapter 10

This chapter discusses theories of motivation and coaching skills for leaders. It covers expectancy theory, goal theory, using recognition to motivate, equity theory, and coaching techniques. Effective leaders are strong motivators who use these theories and skills to engage employees, set goals, provide feedback, and help employees improve performance through coaching. The chapter also describes how executive coaching can help leaders enhance their own skills.

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402 views

Chapter 10

This chapter discusses theories of motivation and coaching skills for leaders. It covers expectancy theory, goal theory, using recognition to motivate, equity theory, and coaching techniques. Effective leaders are strong motivators who use these theories and skills to engage employees, set goals, provide feedback, and help employees improve performance through coaching. The chapter also describes how executive coaching can help leaders enhance their own skills.

Uploaded by

Natura Manila
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Chapter Ten

Motivation &
Coaching Skills
LEADERSHIP
Andrew J. DuBrin, 7th Edition
Learning Objectives
Explain the leaders role in employee engagement.
Identify and describe leadership skills linked to
expectancy theory.
Describe goal theory.
Describe how leaders can motivate others through
recognition.
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.
Leadership & Employee
Engagement
Effective leaders are outstanding motivators and coaches.
A broad purpose of leaders applying motivation and coaching
techniques is to get employees involved in their work and
excited about working for the organization.

Employee Engagement refers to the commitment


workers make to their employer.

Leaders use motivation and coaching techniques to help keep


employees engaged.
Expectancy Theory &
Motivational Skills
Basic Premise: The amount of effort individuals expend
depends on how much reward they expect to get in return.

Individuals want to maximize gain and minimize loss.


Individuals choose among alternatives by selecting one
they think they have the best chance of attaining.
Individuals choose the alternative that appears to have
the biggest personal payoff.
Given a choice, individuals will select the assignment
they think they can handle the best and will benefit
them the most.
The Expectancy Theory
of Motivation
The Expectancy Theory
of Motivation
Three Basic Components all must be present for
motivation to take place.
Valence
Attractiveness of worth of an outcome
Instrumentality
Probability that performance will lead to
certain outcomes
Expectancy
Probability that effort will lead to correct
performance of the task
Expectancy Theory
Leadership Considerations
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.
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.
Goal Theory
Basic Premise: Behavior is regulated by values and
goals.

A goal is what a person is trying to accomplish

Our values create within us a desire to behave in a way


that is consistent with them.

Individuals who are provided with specific hard goals


perform better than those who are given easy,
nonspecific, do you best goals or no goals.
Goal Theory
Goal Theory
Leadership Considerations
Specific goals lead to higher performance than do generalized
goals.
Performance generally improves in direct proportion to goal
difficulty.
For goals to improve performance, the group member must
accept them.
Goals are more effective when they are used to evaluate
performance.
Goals should be linked to feedback and rewards.
Group goal setting is as important as individual goal setting.
Learning goal orientation improves performance more than a
performance goal orientation does.
Using Recognition & 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.
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.

Managers may find their focus should be on


pride, not money, as their primary motivating
tactic.
Equity Theory & Social
Comparison
Basic Premise: Employee satisfaction and motivation
depend on how fairly employees believe they are treated in
comparison to peers.
Employees hold certain beliefs about the outcomes they
receive from their jobs, as well as the inputs they invest to
obtain these outcomes.
Employees compare their inputs and outputs with others in
the workplace these are social comparisons
When employees believe they are being treated equitably,
they are more willing to work hard.
When employees believe they give too much as compared to
what they receive from the organization, demotivation occurs.
Equity Theory & Social Comparison
Leadership Considerations
Individuals consider their own inputs in relation to outcomes
received and they also evaluate what others receive for the
same inputs.
Equity exists when an individual concludes his/her own
outcome/input ratio is equal to that of other people.
Inequity exists when an individuals ratio is not the same as
that of other people.
The highest level of performance occurs when a person has
ratios equal to those of their chosen comparison person.
When an individual perceives inequity, they are likely to
engage in an action leading to a negative outcome for their
employer.
It is important for leaders to recognize the consequences of
inequity and take steps towards an equitable workplace.
Coaching as an Approach
to Motivation
Effective leaders are good coaches and good coaches are
effective motivators.

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


strengths. To coach is to care enough about people to invest
time in building personal relationships with them.

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.
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.


Coaching Skills & Techniques
Communicate clear expectations to group members.
Build relationships.
Give feedback on areas that require specific improvement.
Listen actively.
Help remove obstacles.
Give emotional support and empathy.
Reflect content or meaning.
Give some gentle advice and guidance.
Allow for modeling of desired performance and behavior.
Gain a commitment to change.
Applaud good results.
Executive Coaching &
Leadership Effectiveness
Executive coaching is a form of coaching where managers
consult with professional coaches to work towards becoming
an effective leader.
Executive coaches are hired to:
Develop high potentials as leaders or facilitate a leadership
transition
Act as a sounding board to leaders
Address derailing, or failing, leadership behavior
Executive coaching does have downfalls:
Coach doesnt thoroughly understand a situation and offers
bad/poor/incorrect advice
Coach isnt truly qualified though indicates they are
Leader becoming dependent on the coach
Summary
Effective leaders are outstanding motivators and coaches.
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.
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.
Leaders and managers often consult personal executive or
business coaches to help them be more effective leaders.

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