Académique Documents
Professionnel Documents
Culture Documents
PART2
Prof.Dr.HugoM.Kehr
Chair of Psychology
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite1
Chair ofPsychology
Overview
1.
2.
3.
4.
5.
Legitimationofleadership,powerandinfluencetactics
Situationalleadershipandtheoriesofmotivation
LbMandthecompensatorymodelofworkmotivation
Developmentofleadership
Currentdebatesaboutandconceptsofleadership
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite2
Chair ofPsychology
ExamQuestions
MultipleChoiceQuestions:ForeachMultipleChoicequestion,onlyoneanswer
optioniscorrect.Ifyoumarkthecorrectanswer,youwillreceive1point(or2points).
Ifyoumarkawronganswerorseveralanswersornoanswer,yourscoreforthis
questionwillbezero(0points).
Example:
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite3
Chair ofPsychology
Part2Session1
LEGITIMATIONOFLEADERSHIP,
POWERANDINFLUENCETACTICS
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite4
Chair ofPsychology
PowerandInfluenceBehaviour
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite5
Chair ofPsychology
ConceptionsofPowerandAuthority
Powerinvolvesthecapacityofonepartytoinfluenceanother
partyandcontrolresources.
Authorityinvolvestherights,prerogatives,obligations,duties
associatedwithparticularpositionsinanorganisationor
socialsystem.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite6
Chair ofPsychology
Manipulation
Influencingsomebodytoonesownadvantage
Withoutrecognizingtheothersadvantage
Byusingnontransparentmeansofinfluence
Andbyconveyingtheimpressionthattheotherpersonhas
madeafreedecision
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite7
Chair ofPsychology
Machiavellism
Niccolo Machiavelli:IlPrincipe
Peopleareselfcentered andselfserving
Thus,leadersmustbestrong,ruthless,andcynical
Machiavellians:Peoplewhoruthlesslymanipulateothers,
whopracticedeceptionandbluffforpersonalgain
TheMachIVScale
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite9
Chair ofPsychology
IndividualExercise:TheMachIVScale
PleasefillintheMachIVScaleandcalculateyourresults.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite10
Chair ofPsychology
PeopleHighonMachiavellianism(HighMachs)
AHighMachpersonissomeone
withtendenciestoapproachsituationslogicallyand
thoughtfully,andwiththeabilitytolietoachievepersonal
goals;
withareluctancetobeswayedbyloyalty,friendships,past
promisesortheopinionsofothers;
whoisskilledatinfluencingothers.
Session 3 Slide 12
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite12
Chair ofPsychology
TypesofPower
POSITIONPOWER
PERSONALPOWER
Legitimatepower
Rewardpower
Coercivepower
Informationpower
Ecologicalpower
Expertpower
Referentpower
(Prestigepower)
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite13
Chair ofPsychology
SourcesofPowerinanOrganisation
Position power
Personalpower
Powerfromownership (e.g.,CEOsholdingshares)
Powerfromcontrolofkeyresources
Powerfrom capitalizinguponopportunity
Powerfrommanagingcriticalproblems
Powerfrombeingclosetopower
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite14
Chair ofPsychology
BasesofLegitimation
Sourceofauthority/power
competence(perceived)
Identification(conformitywithnorms)with
group/organization
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite15
Chair ofPsychology
ConsequencesofLegitimation
Innovativeimpulses
Shiftofgroupnormspossible
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite16
Chair ofPsychology
SGExerciseonUseofPowerandAuthority
Studytheguidelinesonthefollowingslides
1. Doyouconsiderthemuseful?
2. Whichoftheseguidelinesdoyouactuallyuse?
3. Arethereanydifferencesinusingtheseguidelinesbetween
yourjobandyourprivatelife?Ifyes,why?
Time:1520minutes
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite17
Chair ofPsychology
GuidelinesforUsingLegitimateAuthority
Makepolite,clearrequests.
Explainthereasonsforarequest.
Dontexceedyourscopeofauthority.
Verifyauthorityifnecessary.
Followproperchannels.
Followuptoverifycompliance.
Insistoncomplianceifappropriate.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite18
Chair ofPsychology
GuidelinesforUsingRewardPower
Offerthetypeofrewardsthatpeopledesire.
Offerrewardsthatarefairandethical.
Dontpromisemorethanyoucandeliver.
Explainthecriteriaforgivingrewardsandkeepitsimple.
Providerewardsaspromisedifrequirementsaremet.
Userewardssymbolically(notinamanipulativeway).
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite19
Chair ofPsychology
GuidelinesforUsingCoercivePower
1.
Explainrulesandrequirements,andensurethatpeopleunderstandtheserious
consequenceofviolations.
2. Respondtoinfractionspromptlyandconsistentlywithoutshowingandfavoritismto
particularindividuals.
3. Investigatetogetthefactsbeforeusingreprimandsorpunishment,andavoidjumpingto
conclusionsormakinghastyaccusations.
4. Exceptforthemostseriousinfractions,providesufficientoralandwrittenwarnings
beforeresortingtopunishment.
5. Administerwarningsandreprimandsinprivate,andavoidmakingrashthreats.
6. Staycalmandavoidtheappearanceofhostilityorpersonalrejection.
7. Expressasinceredesiretohelpthepersoncomplywithroleexpectationsandthereby
avoidpunishment.
8. Invitethepersontosuggestwaystocorrecttheproblem,andseekagreementona
concreteplan.
9. Maintaincredibilitybyadministeringpunishmentifnoncompliancecontinuesafter
threatsandwarningshavebeenmade.
10. Usepunishmentsthatarelegitimate,fair,andcommensuratewiththeseriousnessofthe
infraction.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite20
Chair ofPsychology
GuidelinesforAcquiringandMaintainingReferentPower
Showacceptanceandpositiveregard.
Actsupportiveandhelpful.
Usesincereformsofingratiation.
Defendandbackuppeoplewhenappropriate.
Dounsolicitedfavors.
Makeselfsacrificestoshowconcern.
Keeppromises.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite21
Chair ofPsychology
GuidelinesforUsingExpertPower
Explainthereasonforarequestorproposalandwhyitis
important.
Provideevidencethataproposalwillbesuccessful.
Dontmakerash,careless,orinconsistentstatements.
Dontexaggerateormisrepresentthefacts.
Listenseriouslytothepersonsconcernsandsuggestions.
Actconfidentlyanddecisivelyinacrisis.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite22
Chair ofPsychology
HowPowerisAcquired:SocialExchangeTheory
Exchangeofbenefitsorfavors
Notonlymaterialistic,butalsopsychologicalbenefits
Statusandpowerareexchangedforpotentialcontributions
togroup
Idiosyncrasycredit(Hollander,1979)
Innovationisnotonlyacceptedbutexpected
Innovationasadoubleedgedsword
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite23
Chair ofPsychology
LabExperimentonLegitimationofLeadership
(inTermsofExchangeTheory)(Kehr,1997)
40adhocgroupscomposedof4members(2womenand2men)each
Results:Ifoneteammemberistoldtobetheteamleader,this
person
instantlyfeelsmoreresponsible,lessinsecure,andmorecommittedtoattain
groupgoals
participatesmoreinthegroupprocess,particularlyintermsofstrategyandtime
management
makesthefollowersfeellessinsecure
Leaderparticipation,particularlystrategyandtime
management,enhancetheleaderslegitimacy,bothinthe
leadersandinthefollowersperceptions
Highcorrespondencebetweentheleadersandthe
followersperceptionsoflegitimacyofleadership
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite24
Chair ofPsychology
Empowerment
Tosharepowerinordertogainpower.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite25
Chair ofPsychology
OrganisationalPolitics MicroPolitics
Informalapproachestogainingpowerthroughmeansother
thanmeritorluck.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite26
Chair ofPsychology
GraensLMXModelofLeadership
Source:DuBrin (2010),p.275
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite27
Chair ofPsychology
ProactiveInfluenceTactics
RationalpersuasionRAT
InspirationalappealsINS
ConsultationCON
CollaborationCOL
ApprisingAPP
Ingratiation(praise&flattery)ING
ExchangeEXC
PersonalappealsPER
CoalitiontacticsCOA
LegitimationtacticsLEG
PressurePRE
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite28
Chair ofPsychology
UndueInfluenceTactics
Unduepressure:threats,persistentremindersUPRE
Upwardappeal(fromleaderorfollower)APP
SilenttreatmentSIL
Playinggames(withhiddenagendas)
BlemishBLE
FootinthedoortechniqueFITD
DoorinthefacetechniqueDITF
GoodcopbadcopGCBC
ErraticbehaviourERR
BackstabbingSTA
Embraceor demolishEOD
SettingapersonupforfailureSPF
DivideandruleDAR
PlayingterritorialgamesPTG
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite29
Chair ofPsychology
IndividualExercise:PowerNetworkandInfluenceTactics
Sketchyourpowernetwork(asexplainedbylecturer).
1. Specifythedirectionsoftheinfluencerelations.
2. Fillintheinfluencetacticsthatareactuallyused.
3. Pleasemakenoteswhenansweringthefollowingquestions:
Canyouidentifypatterns,i.e.particularinfluencetacticsthatyouorothers
regularly(orrarely)use?
Whichoftheseinfluencetacticsaremostsuccessful(thinkofyoubeinga)
theagentandb)thetarget),whichleastsuccessful?
Arethereparticularinfluencetacticsthatyouwouldliketousemore
frequently?Inwhichrelations(e.g.,downward,lateral,orupwardinfluence
attempts)couldthesebeemployed?
+Chooseapartner(preferablyonewithadifferentculturalor
organizationalbackground)anddiscusstheresults.
Time:3040minutes
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite30
Chair ofPsychology
Endof Part2Session1
LEGITIMATIONOFLEADERSHIP,
POWERANDINFLUENCETACTICS
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite32
Chair ofPsychology
Part2Session2
SITUATIONALLEADERSHIP
ANDTHEORIESOFMOTIVATION
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite33
Chair ofPsychology
MotivatingtheWorkforce
Motivationtoworkreferstoforceswithinanindividualthat
accountforthelevel,directionandpersistenceofeffort
expendedatwork.
TechnischeUniversittMnchen
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Chair ofPsychology
ContentTheories
Maslowshierarchyofneedstheory
AlderfersERGtheory
McClellandsacquiredneedstheory
Herzbergstwofactortheory
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite35
Chair ofPsychology
MaslowsHierarchyofNeeds
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite36
Chair ofPsychology
AlderfersERGTheory
Source:MarcJ.Wallace,Jr,&AndrewD.Szilagyi,Jr,ManagingBehaviorinOrganizations (Scott,ForesmanandCompany,1982)
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite37
Chair ofPsychology
McClellandsAcquiredNeedsTheory
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite38
Chair ofPsychology
HerzbergsTwoFactorTheory
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Chair ofPsychology
TechnischeUniversittMnchen
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Chair ofPsychology
ProcessTheories
Equitytheory
Expectancytheory
Goalsettingtheory
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Chair ofPsychology
TheEquityDynamic
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite43
Chair ofPsychology
EquityTheory:SocialComparison
Igiveher=Shegivesme
IgetfromherShegetsfromme
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite44
Chair ofPsychology
EquityTheory:FormsofInequity
Negativeinequity
Positiveinequity
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite45
Chair ofPsychology
Vrooms(1964)VIETheory
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite47
Chair ofPsychology
SMARTCHGoals
Specific
Measurable
Attainable
Realistic
Timely
CHallenging
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite49
Chair ofPsychology
Locke&LathamsGoalSetting
Source:
Adapted from Edwin A. Locke and Gary P. Latham, Work motivation and satisfaction: Light at the end of the tunnel,
Psychological Science, vol. 1, no. 4 (July 1990), p. 244. Reprinted by permission of Blackwell Publishers.
Session 5 Slide 50
TechnischeUniversittMnchen
Technische Universitt Mnchen
50
Prof. Dr. HugoProf.Dr.HugoM.Kehr|Seite
M. Kehr
Lehrstuhl fr Psychologie
Chair ofPsychology
GoalSettingTheory(Locke&Latham,1990)
Specificandchallenginggoals...
Directbehaviour
Mobilizeenergies
Providebasisforfeedbackandevaluation
Enhanceproductivity
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite51
Chair ofPsychology
BehaviourModificationStrategies(OBMod)
Desirable
consequences
Presented
Positive
reinforcement
Removed
Extinction
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite52
Undesirable
consequences
Punishment
Negative
reinforcement
Chair ofPsychology
OBMod:Rules
Rule1:Targetthedesiredbehaviour
Rule2:Chooseanappropriaterewardorpunishment
Rule3:Supplyamplefeedback
Rule4:Donotgiveeveryonethesamesizereward
Rule5:Findsomeconstructivebehaviourtoreinforce
Rule6:Schedulerewardsintermittently
Rule7:Rewardsandpunishmentsshouldfollowthebehaviour
closelyintime
Rule8:Changetherewardperiodically
Rule9:Maketherewardsvisibleandthepunishmentsknown
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Chair ofPsychology
FiedlersContingencyTheory
TechnischeUniversittMnchen
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Chair ofPsychology
FiedlersContingencyTheory:Evaluation
Advancement
Focusedonsituationalfactors
Stimulatedmuchresearch
Problems
Empiricalresultsinconsistent
LPCmeasurequestionable
Theoreticalfoundationlacking
Leaderbehaviouristreatedasatrait
Conclusionsethicallyquestionable
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite55
Chair ofPsychology
Hersey&BlanchardsContingencyApproach
Motivation
Abilities
Diagnosisof situation
Developmentlevel
S1
S2
S3
S4
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite56
Developmentlevel
Leadershipstyle
Directing
Coaching
Supporting
Delegating
Chair ofPsychology
IndividualExercise:MeasureYourSituationalLeadershipPerspective
PleasefillintheScaleYourSituationalLeadershipPerspective
andcalculateyourresults.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite58
Chair ofPsychology
SituationalLeadership:SelfAssessment
Source:DuBrin (2010),p.143
TechnischeUniversittMnchen
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Chair ofPsychology
Hersey&BlanchardsApproach:Evaluation
Advancements
BuildsonBlake&Moutonstwodimensionalapproach
Easytounderstandandtoapply
Broadlyusedinmanagementtraining
Problems
Conceptofmaturitycollapsesmotivationandabilities
Simplisticconceptofmotivation
TechnischeUniversittMnchen
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Chair ofPsychology
PathGoalTheory:Overview
CAUSALVARIABLES
INTERVENINGVARIABLES
ENDRESULTVARIABLES
Leaderbehavior
Subordinateexpectancies,
instrumentalitiesand
valences
Subordinateeffortand
satisfaction
SITUATIONALMODERATORVARIABLES
Characteristicsoftaskandenvironment
Characteristicsofsubordinates
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite61
Chair ofPsychology
PathGoalTheory:LeadershipStyles
Directive
Supportive
(Participative)
(Achievementoriented)
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite62
Chair ofPsychology
SGExercise:PathGoalAnalysis
1. Build2groups,anddiscusshowleadershipstylescan
affect/enhancecoworkersVIEs.
2. Pleasebepreparedtopresentyourrecommendationsin
theclassroom.
Group1:DirectiveLeadership
Group2:SupportiveLeadership
Time:15minutes
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Prof.Dr.HugoM.Kehr|Seite63
Chair ofPsychology
PathGoalTheory:Evaluation
Advancements
Conceptualframeworktoidentifysituationalvariablesand
toactaccordingly
Systematicapproach,easytoapply
Foundedinmotivationalpsychology(VroomsVIEmodel)
Problems
BasedonVIEmodel,only
Importantaspectsofhumanmotivationaredisregarded
Empiricalresultsareinconclusive
TechnischeUniversittMnchen
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Chair ofPsychology
LeadershipSubstitutesTheory
Substitutes
Neutralizers
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Chair ofPsychology
LeadershipSubstitutesTheory
TechnischeUniversittMnchen
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Chair ofPsychology
YuklsMultipleLinkageModel
Direct,immediateeffects
Direct,delayedeffects
Indirecteffects
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Chair ofPsychology
YuklsMultipleLinkageModel
TechnischeUniversittMnchen
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Chair ofPsychology
GeneralEvaluationofContingencyModels
Advancements
Drewtheattentiononsituationalmoderatorsofeffectiveleadership
Advancedtheorizingandempiricalresearch
Economicallysuccessfulinmanagementtrainings
Problems
Leadertraitsmostlyneglected
Mostlynarrowfocusoninstrumental,supportive,andparticipative
leadership
Interveningvariables(i.e.,thecoworker!)notexplicitlydiscussed,
restrictedtocognitiveaspects,orverybroad(Yukl)
Thetheoreticalbasisisrathernarrow
Empiricalsupportmostlyinconclusive
Applicabilityimpairedbecausemodelsaremostlyoverlysimplistic
TechnischeUniversittMnchen
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Chair ofPsychology
NewLeadershipModelsNeeded
Whatmaybeneededisatheorywithbothuniversal
elements(e.g.,generalprinciples)andsituational
elements(e.g.,guidelinestohelpidentifydesirable
behaviors foraparticulartypeofsituation)
Yukl (2002)
TechnischeUniversittMnchen
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Chair ofPsychology
UnderlyingIdea:Empowerment
Chiefexecutives[]genuinelybelievethattheymust
changetheorganisationalculture,fromhierarchical,
bureaucraticstructurestosystemsthatempower
workers,givethemauthorityandencourage
innovationandadaptability.Theseideasarenotnew
therehasbeenalotoflipservicepaidtothem but
thistimeitismoreserious.
JohnStuckey,ManagingPartner,McKinsey&Company
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite75
Chair ofPsychology
UnderlyingIdea:Empowerment
Psychologicalempowermentdescribeshowthe
intrinsicmotivationandselfefficacy ofpeopleare
influencedbyleadershipbehaviour,jobcharacteristics,
organisationstructure,andtheirownneedsand
values
Yukl (2002)
TechnischeUniversittMnchen
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Chair ofPsychology
Endof Part2Session2
SITUATIONALLEADERSHIP
ANDTHEORIESOFMOTIVATION
TechnischeUniversittMnchen
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Chair ofPsychology
Part2Session3
LEADERSHIPBYMOTIVATION
ANDTHECOMPENSATORYMODEL
OFWORKMOTIVATIONAND
VOLITION
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite78
Chair ofPsychology
HowtoMotivateYourProblemPeople(N.Nicholson,2003)
Underlyingbeliefs
Everyonehasmotivationalenergy
Theenergyisoftenblockedintheworkplace
Removingblockagesrequiresemployeeparticipation
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite79
Chair ofPsychology
HowtoMotivateYourProblemPeople(N.Nicholson,2003)
Whattodo
1.Findouthowthepersonticksthroughinformal
conversation
2.Puttogetheralistofpossibleoutcomesandallowreframing
goals
3.Formalmeeting
Affirmativeassertion:softhardintroduction;affirmthe
employeesvaluesandhissuccesses,butalsostatetheproblem
Leveragequestioning:Intenseandextendedinquirythattests
hypothesesyouhaveformulatedbeforehand;youwanttoavoid
anotherSure,bossmeeting;bringdifferencesintotheopen
Momentoftruth:agreementaboutthenatureoftheproblem
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Chair ofPsychology
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81
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M. Kehr
Lehrstuhl fr Psychologie
Chair ofPsychology
TheCompensatoryModelofMotivationandVolition
(The3CModel;Kehr,2004)
Psychology of motivation
Lewin (1926): relatively distinct psychic
energetic systems
Dual motive systems (e.g., Bandura, 1988;
Bargh, 1990; Emmons & McAdams, 1991
Implicit versus explicit motives (McClelland et
al., 1989; cf. Brunstein et al., 1999)
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite82
Chair ofPsychology
TheCompensatoryModelofMotivationandVolition
(The3CModel;Kehr,2004)
Implicit motives
Explicit motives
(organismic needs;
deeper motives)
(explicit goals;
self-attributed
motives)
- consciously reflected
- subconsciously activated
- energize goal-directed actions
- energize spontaneous and
- measurement: questionnaire
pleasurable behavior
(e.g., PRF)
- 3 big motives: affiliation,
achievement, and power
- fear (avoidance) and hope
Overlap
(approach) components
- measurement: picture tests (e.g.,
TAT, MMG)
Low correlation between implicit and explicit motives (Spangler, 1992).
Small overlap between implicit and explicit motives.
Discrepancies may result in behavioral conflicts.
TechnischeUniversittMnchen
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Chair ofPsychology
Whateverthereasonsfordiscordancebetweenimplicitand
explicitmotives,itcancertainlyleadtotrouble.
(McClellandetal.,1989)
TechnischeUniversittMnchen
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Chair ofPsychology
TheCompensatoryModelofMotivationandVolition
(The3CModel;Kehr,2004)
Psychology of motivation
Psychology of volition
TechnischeUniversittMnchen
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Chair ofPsychology
TheCompensatoryModelofMotivationandVolition
(The3CModel;Kehr,2004)
Support
need-discrepant goals
No volition necessary
(intrinsic motivation)
TechnischeUniversittMnchen
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Chair ofPsychology
TypicalVolitionalStrategies(Kuhl &Fuhrmann,1998)
TechnischeUniversittMnchen
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Chair ofPsychology
TheMissing Link:Abilities
TechnischeUniversittMnchen
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Chair ofPsychology
TheCompensatoryModelofMotivationandVolition
(The3CModel;Kehr,2004)
Explicit motives/goals
Abilities
TechnischeUniversittMnchen
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Chair ofPsychology
Lackingabilitiesvs.lackingmotivation
TechnischeUniversittMnchen
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Chair ofPsychology
TheCompensatoryModelofMotivationandVolition
(The3CModel;Kehr,2004)
TechnischeUniversittMnchen
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Chair ofPsychology
SGExercise:TheCompensatoryModelofMotivationandVolition(3C
Model)
Time:20minutes
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Chair ofPsychology
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Chair ofPsychology
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Chair ofPsychology
IndividualExercise:MotivationForMyManagerialTasks The3CCheck
TechnischeUniversittMnchen
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Chair ofPsychology
IndividualExercise:MotivationForMyManagerialTasks The3CCheck
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite99
Chair ofPsychology
UsingtheCompensatoryModel(the3CModel)forSituationalLeadership.
Step1:DiagnosetheSituationoftheEmployee
Implicit motives
Explicitmotives/goals
Doestheteammember
reallyliketheproject?
Isthereafitbetweenthe
projectandtheteam
membersneedsand
predilections?
Doeshe/shehavefunwith
theproject?
Doeshefeeluneasy?
Isthereanxietyorfear?
Abilities
Doestheteammemberhavetheabilities/
skillsrequiredfortheproject?
Doeshe/shehavetherequiredexperiences?
Didtheteammembersuccessfully
realizesimilarprojectsinthepast?
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Chair ofPsychology
UsingtheCompensatoryModel(the3CModel)forSituationalLeadership.
Step2:FindAppropriateMeasures
HeadHeartHand
HeadHeartHand
Head HeartHand
Head HeartHand
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Chair ofPsychology
Endof Part2Session3
LEADERSHIPBYMOTIVATION
ANDTHECOMPENSATORYMODEL
OFWORKMOTIVATIONAND
VOLITION
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite103
Chair ofPsychology
Part2Session4
LEADERSHIPDEVELOPMENT:
THECASEOFKVP
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite104
Chair ofPsychology
Endof Part2Session4
LEADERSHIPDEVELOPMENT:
THECASEOFKVP
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite105
Chair ofPsychology
Part2Session5
CURRENTDEBATESABOUT
ANDCONCEPTSOFLEADERSHIP
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite106
Chair ofPsychology
AmbidextrousLeadership:CombineEfficiencyandInnovation
Inmyexperience,thebestleadersarealsogreat
managers,andthebestmanagershavestrong
leadershipcapabilities.Tobesuccessful,youmust
havebothapassionforimprovingyourorganization
andthecapabilitytodriveyoureffortsthroughto
completion.
JonathanByrnes(2010)
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite107
Chair ofPsychology
PaternalisticLeadership:Measurement
Prof.Dr.HugoM.Kehr|Seite108
Chair ofPsychology
PaternalisticLeadershipandSubordinateResponses
Prof.Dr.HugoM.Kehr|Seite109
Chair ofPsychology
Heroicvs.PostheroicLeadership
Source:Weibler(2012),p.578
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite110
Chair ofPsychology
SharedLeadership:TheoreticalFoundation
Source:Weibler(2012),p.572
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite111
Chair ofPsychology
SharedLeadership:TheoreticalFoundation(contd.)
Source:Weibler(2012),p.572
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite112
Chair ofPsychology
DevelopmentofSharedLeadership
Source:Weibler&RohnEndres(2010),p.183
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite113
Chair ofPsychology
EffectiveFollowership:SelfAssessment
Prof.Dr.HugoM.Kehr|Seite114
Chair ofPsychology
FollowershipStyles
Prof.Dr.HugoM.Kehr|Seite115
Chair ofPsychology
RecommendationsforEffectiveFollowership
Prof.Dr.HugoM.Kehr|Seite116
Chair ofPsychology
DebateAbouttheDefinitionofLeadership
Specializedroleorsharedleadership
Typeofinfluenceprocess
Purposeofinfluenceattempts
Influencebasedonreasonoremotions
Leadershipversusmanagement
Yukls position:Thesedefiningdifferencesarenotsuitedasa
basisforadefinitionofleadership.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite117
Chair ofPsychology
AntonakisActualityAscriptionTraitTheoryofLeadership
Whowouldyouliketobethecaptainofyourboat?
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite119
Chair ofPsychology
AntonakisActualityAscriptionTraitTheoryofLeadership
Leadershipcanworkfromfarandnear;whenfar,observers
ascribeskillstoleadersviatwocognitiveheuristicprocesses:
Attributional:duetoperformancecueeffects,
incumbency,orotherfactorsthatmayormaynotbe
causallytraceabletotheleader
Inferential:duetomarkersregardingwhattheleaderis
like(e.g.,rhetoricalskills,facialappearance,height,sex,
etc.)thatmayormaynotmatterforperformance.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite120
Chair ofPsychology
AntonakisActualityAscriptionTraitTheoryofLeadership
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite121
Chair ofPsychology
AntonakisActualityAscriptionTraitTheoryofLeadership
Thereappearstobeamismatchbetweenwhat
characteristicsarerequiredintodaysmodernmilieuas
comparedtothatofourancestralenvironments
Themoredistanttheleaderthemorelikelythatthe
mismatchexplanationwillhold;thereislessindividuating
informationtocounteracttheancestralstereotype.
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite122
Chair ofPsychology
Toxic(orBad)Leadership:Features
Incompetent
Rigid
Intemperate
Callous
Corrupt
Insular
Evil
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite123
Chair ofPsychology
Toxic(orBad)Leadership:ConstructsandDefinitions
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite124
Chair ofPsychology
Endof Part2Session5
CURRENTDEBATESABOUT
ANDCONCEPTSOFLEADERSHIP
TechnischeUniversittMnchen
Prof.Dr.HugoM.Kehr|Seite125
Chair ofPsychology