study development

Part 4: The Leader as a Relationship Builder
Chapter 8: Motivation and Empowerment
Chapter 9: Leadership Communication
Chapter 10: Leading Teams
Chapter 11: Developing Leadership Diversity
Chapter 12: Leadership Power and Influence
Chapter 8: Motivation and Empowerment
Your Leadership Challenge
After reading this chapter, you should be able to:
Recognize and apply the difference between intrinsic and extrinsic rewards.
Motivate others by meeting their higher-level needs.
Apply needs-based theories of motivation.
Implement individual and systemwide rewards.
Avoid the disadvantages of “carrot-and-stick” motivation.
Implement employee engagement programs and empowerment to meet higher-level needs.
Chapter Outline
226 Leadership and Motivation
229 Needs-Based Theories of Motivation
234 Other Motivation Theories
239 The Carrot-and-Stick Controversy
243 Empowering People to Meet Higher Needs
246 Employee Engagement Programs
In the Lead
232 Julie MacDonald, Pizza Express
237 Bill Pratt, Wesley Willows Corporation
240 Amgen Inc., Verizon Communications, Aflac
248 Harvey Fishero, Medical Center of Plano
Leader’s Self-Insight
232 Are Your Needs Met?
238 Your Approach to Motivating Others
246 Are You Empowered?
Leader’s Bookshelf
248 The One Thing You Need to Know . . . About Great Managing, Great Leading, and Sustained Individual Success
Leadership at Work
253 Should, Need, Like, Love
Leadership Development: Cases for Analysis
254 Montego Bay
255 Cub Scout Pack 81
When Joie de Vivre Hospitality took over the Hotel Carlton in San Francisco, annual turnover was around 50 percent. In the hotel industry, where about 90 percent of employees are low-skilled and low-paid, that’s about average, but the new leadership team knew it didn’t have to be that way. Hervé Blondel, the new Hotel Carlton general manager, decided to treat employees like partners. He started by finding out what they needed in order to do their jobs better. For Theophilus

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Wiesman, “The Effects of Performance Feedback and Social Recognition on Up-Selling at Fast-Food Restaurants,” Journal of Organizational Behavior Management 26, no. 4 (2006), p. 1. 23 Reported in Charlotte Garvey, “Meaningful Tokens of Appreciation,” HR Magazine (August 2004), pp. 101–105. 24 Amy Sutherland, “What Shamu Taught Me About a Happy Marriage,” The New York Times (June 25, 2006), http://www .nytimes.com/2006/06/25/fashion/25love.html?ex=1175659200&en=4c3d257c4d16e70d&ei=5070 (accessed April 2, 2007). 25 Jaclyn Badal, “New Incentives for Workers Combine Cash, Fun” (Theory & Practice column), The Wall Street Journal (June 19, 2006), p. B3. 28 Richard M. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach (Glenview, IL: Scott, Foresman, 1986). 29 Simona Covel, “Small Business Link: Companies Win as Workers Lose Pounds; Incentive-Based Wellness Programs Give Employees Rewards—With a Payoff of Lower Health-Care Costs,” The Wall Street Journal (July 10, 2008), p. 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Blinder, “Crazy Compensation and the Crisis,” The Wall Street Journal (May 28, 2009), p. A15. 48 Edwin P. Hollander and Lynn R. Offerman, “Power and Leadership in Organizations,” American Psychology 45 (February 1990), pp. 179–189. 49 Jay A. Conger and Rabindra N. Kanungo, “The Empowerment Process: Integrating Theory and Practice,” Academy of Management Review 13 (1988), pp. 471–482. 50 David P. McCaffrey, Sue R. Faerman, and David W. Hart, “The Appeal and Difficulties of Participative Systems,” Organization Science 6, no. 6 (November–December 1995), pp. 603–627. 51 Robert C. Ford and Myron D. Fottler, “Empowerment: A Matter of Degree,” Academy of Management Executive 9 (1995), pp. 21–31. 52 Dennis Cauchon, “The Little Company That Could,” USA Today (October 9, 2005). 53 McCaffrey, Faerman and Hart, “The Appeal and Difficulties of Participative Systems”; and David E. Bowen and Edward E. Lawler III, “Empowering Service Employees,” Sloan Management Review (Summer 1995), pp. 73–84. 56 Gretchen Spreitzer, “Social Structural Characteristics of Psychological Empowerment,” Academy of Management Journal 39, no. 2 (April 1996), pp. 483–504. 57 Russ Forrester, “Empowerment: Rejuvenating a Potent Idea,” Academy of Management Executive 14, no. 3 (2000), pp. 67–80. 58 Glenn L. Dalton, “The Collective Stretch,” Management Review (December 1998), pp. 54–59. 64 Lawrence Fisher, “Ricardo Semler Won’t Take Control,” Strategy + Business (Winter 2005), pp. 78–88; and Ricardo Semler, “How We Went Digital Without a Strategy,” Harvard Business Review (September–October 2000), pp. 51–58. 66 Barbara Rose, “Zappos Pays to Weed Out Uncommitted Workers,” Chicago Tribune (June 16, 2008), p. 2. 78 Studies reported in Sarah E. Needleman, “Study Suggests Employers to Shift Bulk of Pay Raises to Top Performers” The Wall Street Journal (August 14, 2008), p. D2; and Christopher Caggiano, “The Right Way to Pay,” Inc. (November 2002), pp. 84–92. 79 Aaron Lucchetti, “Morgan Stanley Boosts Salaries as Its Bonuses Are Limited,” The Wall Street Journal (May 23–24, 2009), p. B1.