chapter 10
CHAPTER 10
Motivation and Coaching Skills
The purpose of this chapter is to provide the reader with specific ideas for motivating and coaching group members. A leader is supposed to be able to inspire people. Nevertheless, influencing others through specific motivation techniques and coaching is also necessary. Instead of this being a chapter about motivation theories in general, we focus on several approaches to motivation that can readily be converted into leadership skills.
0CHAPTER OUTLINE AND LECTURE NOTES
Effective leaders are outstanding motivators and coaches. Motivation and coaching techniques are important because not all leaders can influence others through formal authority or charisma and inspirational leadership alone. Face-to-face, day-by-day motivational skills are also important.
I0. EXPECTANCY THEORY AND MOTIVATIONAL SKILLS
Expectancy theory incorporates features of other motivation theories and offers the leader many guidelines for triggering and sustaining constructive effort from group members.
The expectancy theory of motivation is based on the premise that how much effort people expend depends on how much reward they expect to get in return. The theory assumes that people choose among alternatives by selecting the one they think they have the best chance of attaining. Furthermore, they choose the alternative that appears to have the biggest personal payoff.
A0. Basic Components of Expectancy Theory
All versions of expectancy theory have three major components.
10. Valence is the worth or attractiveness of an outcome. Each outcome in a work situation has a valence of its own. Valences range from –100 to +100 in the version shown here. A valence of –100 reflects intense desire to escape an outcome, whereas +100 indicates intense desire for an outcome. A zero valence reflects indifference.
20. Instrumentality is the probability assigned by the individual that performance will lead to certain outcomes.
An outcome is anything that
Motivation and Coaching Skills
The purpose of this chapter is to provide the reader with specific ideas for motivating and coaching group members. A leader is supposed to be able to inspire people. Nevertheless, influencing others through specific motivation techniques and coaching is also necessary. Instead of this being a chapter about motivation theories in general, we focus on several approaches to motivation that can readily be converted into leadership skills.
0CHAPTER OUTLINE AND LECTURE NOTES
Effective leaders are outstanding motivators and coaches. Motivation and coaching techniques are important because not all leaders can influence others through formal authority or charisma and inspirational leadership alone. Face-to-face, day-by-day motivational skills are also important.
I0. EXPECTANCY THEORY AND MOTIVATIONAL SKILLS
Expectancy theory incorporates features of other motivation theories and offers the leader many guidelines for triggering and sustaining constructive effort from group members.
The expectancy theory of motivation is based on the premise that how much effort people expend depends on how much reward they expect to get in return. The theory assumes that people choose among alternatives by selecting the one they think they have the best chance of attaining. Furthermore, they choose the alternative that appears to have the biggest personal payoff.
A0. Basic Components of Expectancy Theory
All versions of expectancy theory have three major components.
10. Valence is the worth or attractiveness of an outcome. Each outcome in a work situation has a valence of its own. Valences range from –100 to +100 in the version shown here. A valence of –100 reflects intense desire to escape an outcome, whereas +100 indicates intense desire for an outcome. A zero valence reflects indifference.
20. Instrumentality is the probability assigned by the individual that performance will lead to certain outcomes.
An outcome is anything that