Theories

Leadership
Leaders VS management
Different types of power (i.e authority)
Developments in leadership
Trait-spotting
Style-counselling
Context-fitting [Contingency]
Situational leadership theory
Cultural differences (cross-cultural work)
Other externalities that effect leadership
Group Structure
Psychological: People need stability, order, low ambiguity, a degree of predicta
bility
Sociological: Structure is a manifestation of power imposed by some members on
others

Differences in groupsâ members

Power, Status, Liking, Communication, Role, Leadership
Groups made by:
Requirements for performance
Abilities and motivations of members
Psychological and social environment.
Group process:
Direction of communication
(Who talks to whom?)
Quantity of communication
(Number of times)
Content of communication
(Type of comment)
Decision-making style
(How decision are made)
Problem-solving style
(How problems are approached and solved)
Communication Pattern Analysis: different groups have different communication pa
tterns
Content analysis (verbal and non-verbal)
-Task-oriented statements
-Socio-emotive statements
(Proposing, Building (on someone elseâ s proposal), Supporting, Disagreeing, Giving i
nformation, Seeking information)
Management Consultants:
Locate problems in group functioning
Several approaches: Look at how a group does things not focusing on what it doesâ ¦
Suggest solutions: Group should become aware of its processes and try to improve
its interactions
And get better results
Motivation
Drives and motives of people (individual)
1. Different goals: (What are our motives / goals)
Content theories of motivation
i.e. money, promotion, status, career, power
2. Decisions (why/how do we chooseâ ¦?)
Process theories of motivation
3. Influence (how can I motivate others?)
Job enrichment theories
McGregor: Theory X & Theory Y
Abraham Maslow: hierarchy of needs
Clayton Alderfer
Existence, Relatedness, Growth theory
Ritchie & Martin: Motivational Drivers
Equity Theory
How is motivation influenced?
Keep SMART objectives [specific, measurable, attainable/achievable, realistic an
d time-related]
Influence theories: How to motivate others?
Classical/scientific management:
Motivation by monetary reward (to the number of units produced, flat rate above
market pay = helps them buy products (disposable income).
Problems: In the long term workers felt bored, dissatisfied, no skills for promo
tion, hated the work, sabotage, absenteeism.
Solutions:
Herzberg: Motivators& hygiene factors (other factors are important than pay)
Quality of Working Life
-Job enrichment: based on the work of Frederick Herzberg
-Growth Need Strength GNS
-Motivating Potential Score MPS
High Performance Work Systems: HPWS = Empowerment
Intrinsic (1) and extrinsic (2) rewards
(1) Satisfaction that comes from within the individual
(2) Satisfaction that comes from other peopleâ s actions
Different employees have different reactions to different rewards and responsibi
lities
Psychological contract
Perception
Sensation: bottom up processing
Perception: top down processing
Selective Attention: priority to certain things but ignoring the rest (Filters)
Habituation: once something becomes familiar we tend to ignore itâ ¦
Perception is NOT fixed. People tend to give priority to bigger, larger, inconsi
stent problems than seeing problems that occur regularly.
People adapt what they perceive. They wonâ t do more research around the topic nor pa
y attention to other details required.
Individuals perceived things differently in an organisation: Managers, workers,
customers which cause relationship problems. Power relations are formed which co
uld be economic, social, political, religious etc.
First impressions: Halo effect + stereotype
Many sources of error can happen causing bad decision making:
Not enough information, irrelevant information, early information affecting judg
ment, judgment on own characteristics, false decoding behavior, lack of evidence
Avoiding errors by:
Taking more time, collecting more information, donâ t make quick judgements, develop
self-awareness, and check attributions