Leadership Chapter 10

Expectancy

An individual's assessment of the probability that effort will lead to correct performance of the task

2 suggestions for developing noble powerful goals:

1. create a big, comprehensive goal: an ideal accomplishment for your group 2. break the goal down into smaller steps, such as hiring two top-notch workers for the group. regard each step (or subgoal) as a project designed to get you to your destination. The same approach has been referred to as "running sprints rather than marathons"

Core finding of goal theory

is that individuals who are provided with specific hard goals perform better than those who are given easy, nonspecific, "do your best" goals or no goals

understanding individual differences in valences

leaders recognizing personal preferences for valences

Training and encouraging people

making the group confident about performing task

Roberto demonstrates the desired behavior expected from his group members when a client visit takes place. In the context of coaching skills and techniques, he is:

modeling the desired performance.

Linking rewards to performance

reassuring group members the returns they get on performing well

In the context of coaching skills and techniques, rephrasing and summarizing effectively what the group member says is primarily associated with:

reflecting content or meaning.

second-level outcomes

each outcome can lead to other outcomes or consequences

Leadership skills and behaviors associated with expectancy theory

1. determine what levels and kinds of performance are needed to achieve organizational goals 2. make the performance level attainable by the individuals being motivated 3. train and encourage people 4. make explicit the link between rewards and performance 5. make sure the rewards are large enough 6. analyze what factors work in opposition to the effectiveness of the reward 7. explain the meaning and implications of second-level outcomes 8. understand individual differences in valences 9. recognize that when workers are in a positive mood, high valences, instrumentalities, and expectancies are more likely to lead to good performance

Instrumentality

An individual's assessment of the probability that performance will lead to certain outcomes

How can managers engage their workers?

By seeing them as whole people and having the courageous conversations that will build trust and see what is really going on.

In the context of the expectancy theory, which of the following statements made by a group member reflects expectancy?

I am 60 percent sure that I will be successful in achieving the task.

Expectancy Theory

Is based on the premise that the amount of effort people expend depends on how much reward they expect to get in return. The theory is really a group of theories based on a rational, economic view of people.

Which of the following statements is true of motivational use of recognition and praise?

Meritorious behavior of teammates should be informed to others.

Self-efficacy

The confidence in your ability to carry out a specific task

meaningful work

The feeling of doing work that matters or makes a difference

In the context of appealing to the pride of employees, which of the following statements is true?

Workers can experience pride in relation to recognition symbols

Valence

the attractiveness or desirability of a reward or outcome

Engagement

the commitment workers make to their employer - refers to high levels of personal investment in the tasks performed on a job

Three basic components of expectancy theory

valence, instrumentality, expectancy

Determining the level of performance needed to achieve organizational goals

workers having a clear understanding of what needs to be accomplished

Research by McKinsey and company indicates that the opportunity to make an impact in four areas is the most likely to increase the meaningfulness of work for employees

1. On society 2. On the customer 3. On the workgroup or team 4. On themselves

During a face-to-face feedback session with his teammates, Kevin finds that they were more inclined toward long term goals than an immediate reward for performance. In the context of the expectancy theory, Kevin's teammates primarily focus on _____.

second-level outcomes

Alina coaches a team of 12. She restricts herself to giving instructions about the required knowledge and skills to the team members. The team members have expressed a need for Alina to be more open and personal in her approach. In the context of the fallacies about coaching, Alina fears:

she would be in danger of getting into psychotherapy if she goes beyond what she does.

Points to be kept in mind hen motivating people through goal setting:

1. specific goals lead to higher performance than do generalized goals 2. performance generally improves in direct proportion to goal difficulty 3. for goals to improve performance, the group member must accept them 4. goals are more effective when they are used to evaluate performance 5. goals should be linked to feedback and rewards 6. group goal setting is as important as individual goal setting 7. learning goal orientation improves performance more than performing goal orientation

Which of the following is a specific form of assistance provided by executive coaches?

Giving advice about career management to the teammates