The subject of the leadership process—the leader

The object of the leadership process—the led

The objective environment faced by leadership work

The team works most efficiently and is quite satisfied with the work

Team work efficiency is relatively high, but interpersonal relationships among members are poor

Although the interpersonal relationship is good, the work efficiency is the lowest, the quantity and quality are very poor, and the leader is not satisfied

considerate

active structure

work performance

Team bonding

personal morality

Personal moral factors require leaders to be honest, honest, selfless, lead by example, and be able to accept criticism from others

The goal effectiveness factor shows that the Chinese concept of leadership also includes traits related to the effective completion of work goals.

Interpersonal competence factors are leadership traits related to social maturity.

Multifaceted factors refer to the fact that leaders should master relevant professional knowledge and skills

The relationship between the leader and the led, that is, the extent to which the leader is liked and trusted by his or her team members

Task structure, that is, whether the work task structure is clear

Position power refers to the strength or weakness of the legal authority that a leader has. The effectiveness of leadership depends entirely on suitability for the environment

Make subordinates aware of the benefits that can be gained by achieving goals

Increase subordinates' awareness of the possibility of achieving goals

Give subordinates satisfaction at work to stimulate their work motivation

Leaders provide followers with rewards, promotions, honors, etc. to satisfy their followers' needs and desires

Subordinates are rewarded by obeying leadership orders and completing tasks.

Leaders inspire enthusiasm and creativity by motivating the morale of their subordinates, helping them see old problems with new ideas, and enabling them to see bright prospects for their careers.

Care about organizational efficiency, pay attention to organizational design, clarify responsibility relationships, and determine work goals and tasks

Respect the opinions of subordinates, pay attention to their feelings and needs, and emphasize an atmosphere of mutual trust.

A typical leadership style of coercive leadership, which is based on subordinates' fear or fear of the power of the leader's position

A leadership style based on the leader's influence. The leader's prestige, personality, and ability are the keys to the success of this leadership style.

A more conservative leadership style, which is based on subordinates' active attachment to and active imitation of the leader.

Also known as the autocratic type, leaders lead subordinates in a monopoly manner, highly concentrating decision-making power in their own hands, and leaving subordinates in a completely passive position.

A leadership style that eschews authority and responsibility in which the leader primarily lets subordinates establish their own goals and solve problems

Also known as participatory, leaders pay attention to the role of formal organizational structures and rules and regulations without monopolizing power. They try to involve subordinates in some decisions to some extent and are good at playing the role of subordinates in the decision-making process.

After low-level needs are satisfied to a certain extent, individuals will pursue higher-level needs

If you want to motivate employees, you must first understand what level their current needs are and provide corresponding incentives.

Improvements in hygiene factors can only relieve employee dissatisfaction, but cannot satisfy and motivate employees.

Only by improving motivating factors can employees feel satisfied and give them higher incentives.

Understand and modify human behavior based on the reinforcement principle of learning

Specific application principles

attribution phenomenon

Behavioral attribution always involves three factors

The attribution of any one of the three factors of appeal depends on the following three types of behavioral information

In addition to physiological needs, people also have needs such as power needs, affinity needs, and achievement needs.

power needs

affiliation needs

achievement needs

People with a strong need for achievement are eager to do things more perfectly, improve work efficiency, and achieve greater success. What they pursue is the joy of overcoming difficulties, solving problems, and working hard in the process of striving for success, and the joy of success after success. have a sense of personal accomplishment and do not value the material rewards that success brings.

People with a high need for power like to dominate and influence others, like to "give orders" to others, and focus on striving for status and influence. They like situations or situations that are competitive and reflect high status. The need for power is one of the basic elements of successful management

People with high affiliation motivation are more inclined to interact with others, desire friendship, prefer a cooperative rather than competitive work environment, and hope for communication and understanding between each other. They are more sensitive to interpersonal relationships in the environment. The need for affiliation is an important condition for maintaining harmony in social interactions and interpersonal relationships.

People always desire to satisfy certain needs and try to achieve certain goals. When this goal has not yet been achieved, it manifests as an expectation. At this time, the goal in turn acts as a stimulating force for the individual's motivation, and the size of this motivating force depends on the value of the goal (valence) and the expected probability (expected value). )

Personal effort - personal achievements (performance) - organizational rewards (compensation) - personal needs

In order to effectively motivate employees, it is necessary to correctly handle the relationship between three aspects:

Also known as social comparison theory, this theory focuses on studying the rationality and fairness of wage remuneration distribution and its impact on employee production enthusiasm

Basic point

Horizontal comparison

Longitudinal comparison

Lessons for leaders

"Incentive" determines whether a person works hard and how hard he works

Actual performance on the job depends on ability, effort, and depth of understanding of the tasks required

Rewards should be based on performance. It does not mean that there are rewards first and then performance. Instead, organizational tasks must be completed first to lead to spiritual and material rewards.

Whether reward and punishment measures will achieve satisfactory results depends on the incentive recipient's recognition of whether the reward is fair.