Key Learning Points - Leadership & Strategy.

Module 1:
Key Learning Points – Leadership & Strategy
Image source: Amazon Product. www.amazon.comLinks to an external site. Retrieved July, 2021 https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.amazon.com%2FRonald-Reagan-President-Greatest-Photograph%2Fdp%2FB00S3NDGQ6&psig=AOvVaw2y1r2iXRk7dukoVDr4oYuS&ust=1626292076852000&source=images&cd=vfe&ved=0CAoQjRxqFwoTCNDM3eXo4PECFQAAAAAdAAAAABAE
In this module, we’ll take our first steps into understanding effective leadership (a requirement to implement any recommendations that emerge from a congruence analysis). Taking the view that leadership is based on relationships, that it is a dialogue rather than a monologue, we will explore authenticity as a method to build productive, sustainable, trust-based leader-follower relationships, while effectively using (and not abusing power). Some leaders are very powerful, while other leaders are in a leadership position and hold no real power. True leaders can be anyone in any position. Managing effectively is a challenge in an increasingly complex and interdependent work context. Managers’ work must be accomplished in conjunction with, and through, other people. Most of a manager’s time is spent interacting with others, so one’s effectiveness depends on understanding human behavior in the organizational context.
Start by reading:
“The Power of Small Wins” Amabile, Teresa M., and Steven J. Kramer. 2011. Harvard Business Review89, no. 5
https://online.hbs.edu/blog/post/emotional-intelligence-in-leadershipLinks to an external site. Lauren Landry Harvard Business Review April 3, 2019
Let’s let Simon Sinek start our Leadership conversation and explain why good employees aren’t always great leaders.
Video source: Sinek, Simon. Leader Versus Manager. October 23, 2019. Video. Youtube.com Retrieved: July, 2021
Here are a few key Leadership takeaways from the learning materials in this module
“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” Jack Welch – This is a VERY important concept about Leadership. Leadership isn’t about you – it’s about others. You work for your team and they work “with” you.
Many leaders aren’t in formal leadership roles. Anyone can be a leader and lead in any position (Sinek, 2019).
A leader’s role is both operational and inspirational – the best leaders are Emotionally Intelligent. Leaders have responsibility for setting up and maintaining the tasks, people, informal (culture), and formal systems to achieve the given strategy, but they also have responsibility for cultivating a commitment to themselves and to the shared goals of those within the organization (Nadler & Tushman, n.d.) .
Don’t save every employee, every time. Instead, use a Develop vs Discipline (Progress Principal) strategy with your employees and realize that part of this development is sometimes not stepping in to save them, but instead giving them the tools and training necessary and then giving them the time and space to let them figure it out (Amabile & Kramer, 2011).
Leaders develop and grow/build things vs. judging and tearing them down. Whether this is products, people, processes, etc. However, keep in mind that there may be a need for reprimanding. Do this by providing a learning opportunity vs just a mark of failure. We’ll learn about a strategy to “Check In vs. Check Up” on your employees (Amabile & Kramer, 2011). Overall, people don’t like being told what to do….. So showing and guiding ALWAYS works better than telling and doing.
Leaders may or may not have several types of power. Use this wisely for positive results and don’t abuse/misuse power (French Raven, Changing Minds, n.d.). Positive powers typically work better, however, Coercive has it’s place and is necessary at time.
Leadership Videos
Leadership
The videos below present diverse yet complementary perspectives on leadership.
First, you’ll hear from Herb Kelleher, the celebrated, if somewhat unusual, founder of Southwest Airlines (Think about the Ronald Regan quote above as you watch the SW video).
Second, Margaret Hefferman talks about the importance of the leadership team.
Third, Brene Brown – having tough conversations
Finally, Simon Sinek makes the case for considering all of leadership under the umbrella of relationships resting, fundamentally, on trust.
Herb Kelleher Southwest Airlines:
Watch: Herb Kelleher and His Leadership at Southwest Airlines. You’ve read about and analyzed Herb Kelleher’s role at Southwest. Take a look now at him, first hand, in various aspects of his leadership activities.
[cavesloth]. (May 18, 2012). Herb Kelleher and His Leadership at Southwest Airlines. [Video file]. Retrieved from https://www.youtube.com/watch?v=UX1ZKHPiSZ8&t=443s.
Margeret Heffernan – Leadership Teams
Watch: Dare to Disagree, a TED Talk by Margaret Heffernan. Heffernan, an entrepreneur, Chief Executive, and author makes the case that smart leaders surround themselves with those that think differently.
[TED]. (August 6, 2012). Dare to Disagree. [Video file]. Retrieved from https://www.youtube.com/watch?v=PY_kd46RfVE.
Brene Brown – Vulnerable Leadership
Watch:https://www.youtube.com/watch?v=HoPsRM08bRgLinks to an external site.
Bigideasgrowingminds. (2021, 3 Nov). Dare to Lead By Brené Brown: Animated Summary [Video]. YouTube.
Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Penguin Random House.
Simon Sinek – Feeling Safe
Watch: Why Good Leaders Make You Feel Safe – Simon Sinek. Simon Sinek, esteemed author on leadership, complements the other perspectives here with his clarity about leadership as relationships. Listen to his argument on how leadership is earned through trust and security.
[TED]. (May 19, 2014). Why Good Leaders Make You Feel Safe / Simon Sinek. [Video file]. Retrieved from https://www.youtube.com/watch?v=lmyZMtPVodo&t=19s.
Key Learning Points – Power
Image source: AZ Quotes: https://www.google.com/search?q=abraham+lincoln+quotes+nearly+all+men+can+stand&tbm=isch&ved=2ahUKEwigy8DZ7uXxAhUGVawKHf3IBJcQ2-cCegQIABAA&oq=abraham+lincoln+quotes+nearly+all+men+can+stand&gs_lcp=CgNpbWcQAzoCCAA6BAgAEEM6BggAEAgQHlDlMljBVmDUXGgAcAB4AIABZYgB1RCSAQQyNC4xmAEAoAEBqgELZ3dzLXdpei1pbWfAAQE&sclient=img&ei=y5PwYOC5L4aqsQX9kZO4CQ&bih=696&biw=1536&rlz=1C1RXQR_enUS955US955#imgrc=0mtApjqerKMF8M
Leaders can be very powerful. But as we’ve seen in history, it’s very important to use your power wisely. It’s often been said, it’s not the power we have that matters, but how we use the power we have.
Note: “Your position as a leader gives you power, your actions as, give you influence.” Stephanie Hughes, 2023 NKU Mgmt Chair
Whether you’re a leader/manager in a formal position or not, there are reliable, scientific methods for increasing the likelihood people will say yes to you and you can influence them to share your point of view.
Our place in a hierarchy is only one of our sources of power. Who we are, what we know, and how we conduct ourselves can also provide us power in organizations.
The use of power to advance our own agenda is politics.
Power has many forms. As we can see in the chart below, there are many different types of power. Some leaders have all of these powers, and other leaders only a few.
Read/Skim: https://www.betterup.com/blog/types-of-powerLinks to an external site. By Erin Eatough, PhD Links to an external site. August 24, 2022 – 14 MIN READ
Read: ” French and Raven’s Forms of Power,Links to an external site.” from Changing Minds, online at: http://changingminds.org/explanations/power/french_and_raven.htm. to learn more about the types of power and when you should use each.
Watch: EPM – Types of Power vido https://youtube.com/watch?v=VJztnIFPO4o&si=fMi6O2X8fmXxNyui Links to an external site.
This video does a good job of breaking down the types of power and how to use them (French & Raven).
Image source: Triming: https://sites.google.com/site/germassu/_/rsrc/1468885462114/lesson-3—power-types-and-sources/445597.jpg?height=300&width=400Links to an external site. https://www.google.com/search?q=french+and+raven%27s+five+forms+of+power+image&tbm=isch&ved=2ahUKEwibsdal7-XxAhXGfqwKHSEUBMQQ2-cCegQIABAA&oq=french+and+raven%27s+five+forms+of+power+image&gs_lcp=CgNpbWcQAzoECAAQHjoECAAQGFDCEVj-FmCeGGgAcAB4AIABXogBjgSSAQE2mAEAoAEBqgELZ3dzLXdpei1pbWfAAQE&sclient=img&ei=a5TwYNvPH8b9sQWhqJCgDA&bih=696&biw=1536&rlz=1C1RXQR_enUS955US955#imgrc=gK51pCMtQaOWhM
Key Learning Points – Strategy
Everything within a company starts and ends with Strategy. A business strategy encompasses all the decisions a corporations makes as well as allocation of resources to effectively meet it’s long term goals and objectives to maintain competitive advantage. Companies must continue to grow, innovative and adapt.
You will learn what is working with each other by supporting efforts or if it’s working against each other or the main goal/Strategy. EVERYTHING in an organization must work together to support the overall strategy.
IMPORTANT – WHAT IS STRATEGY – Strategy: Strategy is how a company is going to achieve their goals. A company’s overall plan to achieve their goal(s) using their internal strengths and opportunities that is designed with an objective to gain a competitive advantage over other market participants (competitor) while delivering both on customer/client and stakeholder promises (i.e. shareholder value).
Key Learning Points – Strategic Corporate Congruency / Alignment
Once you understand an Organization’s Corporate Strategy, it’s important to understand Congruence and the congruence analysis by Nadler and Tushman. Very simply, Corporate Congruence starts and ends with Strategy and it means alignment within the organizations environments. Often components of an organization are examined to diagnose if the internal modules of an organization are working together to drive it’s strategy.
In the simplest terms, it means that any 2 parts/components of the organization are either working together or working against each other in order to support the overall strategy.
These components are:
Formal/Organization structure of an organization
Informal/Culture
Tasks/Work being done
People/Employees)
Think of this image below. It’s an image of 2 magnets pulling towards each other or pushing away. Congruency is the same basic concept. Just as 2 magnets either attract each other and are perfectly aligned by supporting each other OR they push away from each other and detract, companies work the same way. For example: If Marketing Experts are working in the IT department, Tasks and People aren’t aligned because the wrong people are doing the wrong jobs, they won’t be able to support and carry out the strategy.
Santa Shop Example: If my employees are ALL software developers and my company makes wooden toys by hand and my overall Corporate Goal/ Strategy is to supply all hand made wooden toys to Santa’s toy factory, then Task and People are not aligned because I don’t have the right people to do the right work in order to meet my goal/strategy. Goal: Supply all the toys to Santa’s workshop. Strategy: By handmaking all the wooden toys. Incongruence: People/Task
In this situation – to fix/realign, I would need new Employees who can make wooden toys by hand, vs software developers. Or train the software developers on how to make wooden toys by hand.
So Task/People, Task/Formal, Task/Informal, People/Formal, People/Informal, etc. etc. (each pair should work together to support each other in order to support and help carry out the overall corporate strategy)
Important: Congruence doesn’t equal or indicate performance. It simply indicates if 2 things are aligned. 2 good things can be aligned and/or 2 bad things could be aligned. A company could be aligned to a bad strategy and therefore, not perform well.
IMPORTANT: If you’re confused about whether something falls into the category of Corporate Strategic Congruence Analysis, ask yourself this simple question: Does “your example situation” impact the company’s overall corporate strategy in terms of strategic performance and goals? If yes, then what pair (what 2 components) aren’t aligned (how/why) and how is this impacting the strategy? A person on your team who doesn’t agree with a new software is an issue – but it’s NOT a strategic corporate congruence issue.
Once again – remember how key the word Strategy is. Strategy: A company’s overall goal using their internal strengths and opportunities that is designed with an objective to gain a competitive advantage over other market participants (competitor) while delivering both on customer/client and stakeholder promises (i.e. shareholder value).
Congruence Model Source: (Nadler & Tushman, n.d.) https://getlucidity.com/strategy-resources/guide-to-the-nadler-tushman-congruence-model/#:~:text=The%20Nadler%2DTushman%20Congruence%20Model%20is%20a%20model%20used%20to,it%20align%20and%20work%20together.
Here is a bit more on Congruence: https://www.mindtools.com/adofd5j/the-nadler-tushman-congruence-modelLinks to an external site.
When identifying misalignments as well as Problems/Symptoms/Causes, companies need to evaluate their Internal and External environments in order to focus on their strategic goals by understanding their internal capabilities as well as external components including competition, the environment, politics, legal, social, technology, etc. Recall PESTEL analysisLinks to an external site. or Competitive Analysis.Links to an external site. SWOTLinks to an external site. analysis is also important to keep in mind when diagnosing the full environment, internally and externally.
Key Learning Points – Problem vs. Cause vs. Symptoms
When diagnosing a situation, you’ll need to be able to identify and separate the Problem from the Cause from the Symptoms. You can’t solve a problem until you’ve correctly identified what the problem is and what is causing the problem. After you’ve solved the problem, the symptoms should resolve on their own. Most importantly, focus on diagnosing the problem before you start to solve it. Proposed solutions are only effective if they address underlying root causes. Again, keep in mind the External and Internal environments.
A Cause is something that led to the issue/problem occurring. These are the reasons there is a problem. (Before) You can’t solve a problem unless you know what is causing it.
A Problem is the issue that is occurring (Current)
A Symptom is something that is happening now as a result of the problem. Symptoms are observable from the outside, as when you go to the doctor and report a fever or a sore leg (After). Symptoms will typically go away/resolve after the problem is solved and the causes removed.
Example: Since I didn’t get the promotion I expected, I’m now unhappy with my current career so I’m looking for another job.
In this example,
The problem is: I’m now unhappy with my current career
The cause is: Since I didn’t get the promotion I expected
The symptom is: I’m looking for another job
Want More? Addition/Optional Reading and Videos
“Growth and comfort do not coexist” Ginni Rometty (former chairman, president and CEO of IBM)
https://keysearch.com/quotes-by-women-leaders/
OPTIONAL: BUT WORTH THE TIME (35 MINUTES)
“Most Leaders Don’t Know The Game They’re In”
Most Leaders Don’t Even Know the Game They’re In | Simon SinekLinks to an external site.
Trust and cooperation are not standard in our organizations and yet we know they should be. There are two attributes that every single leader has the opportunity to possess that will help them create the types of organizations we would be proud to call our own. Those two attributes are EMPATHY and PERSPECTIVE.
[TED]. (Nov. 2, 2016). “Most Leaders Don’t Know The Game They’re In”:
“Video Review for The 21 Irrefutable Laws of Leadership by John Maxwell” Source: Youtube: Video. March 21, 2014
More on Intrinsic Motivation; https://www.youtube.com/watch?v=EyW6neGd1NwLinks to an external site.

Extrinsic & Intrinsic Motivation Examples – What’s the Difference?

Watch: Khan, H. (2016). Stop managing, start leading. TedxRyersonU. [Video File].
Online athttps://www.youtube.com/watch?v=d_HHnEROy_wLinks to an external site.
Module 2:
Motivation
Motivation is complicated. In some ways, it would be easy if we could rely on just paying people more to make them work harder. This works in some cases, but not all. In truth, motivating individuals requires knowledge of their abilities, their values, and their perceptions of others because different things motivative different individuals. It’s tricky but doable. We refer to this as Valance. What I value might be different than what you value. I might value a flexible schedule, while you value more job autonomy.
After the Industrial Revolution, when most work was done in factories, on assembly lines, motivation was largely about the carrot and the stick. Increase rewards (usually money) to encourage desired behaviors; punish to deter unwanted behaviors. Now, as jobs are more complex, and workers seek more than extrinsic rewards, motivating employees is far more complex. Employees today also want intrinsic rewards and search for connections to purpose, to progress, and to meaning to motivate their work. This means managers need to look at reward systems, job design, and organizational culture as levers for motivation, with a willingness to learn about employees and their preferences.
Carrot and Stick – Reward and Punishment….
https://www.youtube.com/watch?v=rrkrvAUbU9YLinks to an external site.
Take note of the complexity of human motivation in this short video (MO 1, 3, &4):
[The RSA]. (April 1, 2010). RSA Animate: Drive: The surprising truth about what motivates us. [Video file]. Retrieved from https://www.youtube.com/watch?v=u6XAPnuFjJc.
The key learning points of this module stem from the basic lessons reviewed in the video above:
1. People are motivated both intrinsically and extrinsically. Attend to intrinsic motivation – it is more sustainable and less expensive! Intrinsic motivation is different for different people (as our values). What motivates me internally, might not motivate you.
2. Multiple factors affect human motivation: what they think will happen, how they see themselves compared to others, what their strengths are, and what they value. Motivation systems need to take all of this into account.
3. As a leader, your job is to nurture motivation. Be an enabler of progress!
4. Motivation plans need to make sense to employees – they need to believe they can achieve what they’re asked to do and that they can expect/will be rewarded for it, in a manner they value.
5. Humans are social animals, and we compare ourselves to others in many ways. This affects motivation. We want to feel equity, or fairness, between what we get for what we have to offer in comparison to what others get for the same.
6. Jobs themselves can be designed to be a key source of motivation. Have you ever had a job you would do even without pay? I have!
7. Consider “checking in” on your employees vs. “checking up” on them and be sure to develop vs. just discipline. The is called The Progress Principle and this allows us to recognize and celebrate small wins toward a larger goal (Amabile & Kramer, 2011)
8. It’s also important to support an inner work-life balance with Catalysts and Nourishers and removing Toxins and Inhibitors. This will help establish a positive culture. Naysayers aren’t really helping anyone…
9. Last, but not least, keep in mind that employees do get paid to do the job they were hired for. Extra motivation should be used sparingly so base pay remains effective. If you always have extra motivation and adding extra reward to get base-level work, can spiral out of control quickly.
10. Great article that sums up tips to manage motivation with employees https://www.forbes.com/sites/forbesbusinesscouncil/2022/01/26/14-simple-and-effective-ways-to-motivate-your-employees/?sh=7b8825054efaLinks to an external site.
Motivation Learning Theories
Review and view the materials below. These highlight 3 essential Theories of Human Motivation: Expectancy Theory, Equity Theory, and Job Characteristics Theory. You should see immediate application of all of these in your place of work.
Take a look at this clip from the popular movie, Office Space. Can you recognize the Motivational Issue? Is pay going to solve this problem?
Video Source: Fandango Movie Clips. Office Space (3/5) Movie CLIP – Motivation Problems (1999) HD. Video. August 11, 2015. Youtube.com https://www.youtube.com/watch?v=cgg9byUy-V4&t=1sLinks to an external site.
Expectancy Theory of Motivation:
The expectancy theory of motivation provides an explanation as to why an individual chooses to act out a specific behavior as opposed to another. This cognitive process evaluates the motivational force of the different behavioral options based on the individual’s own perception of the probability of attaining his desired outcome. It involves the individual making a series of decisions to choose their actions, based on how they evaluate links in the model. Victor Harold Vroom created the Expectancy Theory of Motivation in 1964.
The video below explains the key links in the expectancy model to analyze motivational potential.
[Alanis Business Academy]. (September 2, 2012). Expectancy Theory of Motivation / Episode 28 [Video file]. Retrieved from https://www.youtube.com/watch?v=Wm5ypcltyvI&t=218s. Links to an external site.
Equity Theory:
Equity theory holds that we compare ourselves to others, and the fairness we perceive in what they get versus what we get affects our motivation.
Adams’ Equity Theory is named for John Stacey Adams, a workplace and behavioral psychologist, who developed his job motivation theory in 1963.
The video below shows an illustration of equity theory at work. These may be monkeys, but it works exactly the same way for us humans! No one wants to work as hard as someone else if they receive less compensation for it.
[TED Blog Video]. (April 4, 2013). Two Monkeys Were Paid Unequally: Excerpt from Frans de Waal’s TED Talk [Video file]. Retrieved from https://www.youtube.com/watch?v=meiU6TxysCg&t=7s.
Jobs Characteristics Theory:
The job characteristics model, designed by Hackman and Oldham, is based on the idea that the task itself is key to employee motivation. Specifically, a boring and monotonous job stifles motivation to perform well, whereas a challenging job enhances motivation. Variety, autonomy, and decision authority are three ways of adding challenge to a job. Job enrichment and job rotation are the two ways of adding variety and challenge.
It states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee’s attitudes and behaviors.
Source: Greg R. Oldham and J. Richard Hackman, Job Characteristics Model. 1975
These five characteristics are outlined in the model below – leading to the critical psychological states – which then lead to the desired outcomes. The video below the model explains the 5 characteristics in more detail.
Source: Hackman and Oldham in 1976 and updated in 1980 (Hackman & Oldham, 1976, 1980).
[Madison Kim]. (April 25, 2013). What is Job Characteristics Theory? [Video file]. Retrieved from https://www.youtube.com/watch?v=oxxQuCTVgqY&t=1s.
Intrinsic vs. Extrinsic Motivation:
Motivation can be internal or external. You can watch the video below and/or read more about Intrinsic/Extrinsic Motivation here Links to an external site.. Overall, Intrinsic Motivation is internal to you such as purpose, passion, growth and curiosity. Extrinsic Motivation is external motivation and can be seen by others such as Money, Job Title, and awards.
Psychologists Richard Ryan, left and Edward Deci, developed the Self-Determination Theory (SDT) of motivation, which toppled the dominant belief that the best way to get human beings to perform tasks is to reinforce their behavior with rewards. Edward Deci and Richard Ryan later expanded on the early work differentiating between intrinsic and extrinsic motivation.
Video Source: Goldberg, Stephen. Employee Motivation: Intrinsic versus Extrinsic Motivation. Video: Youtube.com https://www.youtube.com/watch?v=lWMbRF1ZIfI&t=1sLinks to an external site. March 19, 2019. Retrieved July, 2021.
Image source: (J, Jurgita) https://www.newmantuition.co.uk/author/jurgita/Links to an external site. https://www.newmantuition.co.uk/motivation-intrinsic-vs-extrinsic/https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.newmantuition.co.uk%2Fmotivation-intrinsic-vs-extrinsic%2F&psig=AOvVaw2SdGUSqSeIpAlXDjdupBVu&ust=1611933266955000&source=images&cd=vfe&ved=0CAIQjRxqFwoTCNCet8D1vu4CFQAAAAAdAAAAABADLinks to an external site.
Key Learning Points – Pay and Rewards
Ever been unhappy in your job and your manager gives you a raise? Sure this is nice, but it’s a Band-Aid. Was pay what you were unhappy about? Chances are, it wasn’t. You were likely upset about your long hours, travel, a co-worker getting the promotion you wanted, being burnt out, etc. So unless dissatisfaction with low pay is the problem, pay won’t solve it!
Pay is highly overrated as a motivational tool. Of course it matters, but relying on it as a primary source of motivation is both expensive and often ineffective.
Regular, reliable progress toward meaningful goals is one of the most powerful motivators available. And it doesn’t hurt the bottom line!
Check in with your employees vs Checking up on them and celebrate small wins along the way.
Watch this famous clip from the movie Jerry McGuire. In this situation, pay might be the only motivator….. If only it was that easy!
Video Source: Jerry Maguire Movie Clip. “Show Me the Money” sequence. December, 2008. Video. Youtube.com Retrieved July, 2021.
Read the articles listed below about pay and progress and their effects on motivation. Again, the human psychology of motivation is complex. It’s not just about carrots and sticks.
Readings
Read: “Six Dangerous Myths about Pay” Pfeffer, J. 1998. Harvard Business Review (May-June): 109-119. This article challenges a lot of common thinking about pay as a motivational reward. Yes, we all want money. But we want a lot of other things, too. And money is one of the most expensive ways to motivate people. When you do use money to motivate, make sure you do not fall prey to any of the myths Pfeffer describes in this article.
“Six Dangerous Myths about Pay” Pfeffer, J. 1998. Harvard Business Review(May-June): 109-119Links to an external site.
Read: “The Power of Small Wins” Amabile, Teresa M., and Steven J. Kramer. 2011. Harvard Business Review 89, no. 5. One factor, besides money, which is highly motivational is… PROGRESS. What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives – consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. What is a key factor in building such inner work lives – regular and meaningful progress toward goals.
“The Power of Small Wins” Amabile, Teresa M., and Steven J. Kramer. 2011. Harvard Business Review89, no. 5Links to an external site.
Watch (optional but worth it). TEDxAtlanta – Teresa Amabile – The Progress Principle – YouTubeLinks to an external site.
Want More? Addition/Optional Reading and Videos
Read: https://www.inc.com/peter-economy/why-your-best-employees-are-losing-motivation.htmlLinks to an external site.
Read: https://hbr.org/2019/03/4-reasons-good-employees-lose-their-motivationLinks to an external site.
Read: https://hbr.org/2018/03/why-people-lose-motivation-and-what-managers-can-do-to-help?utm_medium=paidsearch&utm_source=google&utm_campaign=domcontent&utm_term=Non-Brand&tpcc=paidsearch.google.dsacontent&gad_source=1&gclid=CjwKCAiAzJOtBhALEiwAtwj8tsWWHDCcwbcTMXAZ169CYeopz8r-57C8yy32agALf_C4b7QG2eUpsxoCWeUQAvD_BwELinks to an external site.
Watch: After reading the articles above and reviewing the learning materials above, watch this video. What are your thoughts now that you have more knowledge of Motivation and Pay. https://www.cbsnews.com/news/dan-price-gravity-payments-ceo-70000-employee-minimum-wage/Links to an external site. Source: CBS News, SEPTEMBER 16, 2021 / 7:35 AM: CBS NEWS. www.cbsnews.comLinks to an external site. Retrieved Feb. 2022.
Expectancy theory – Read more hereLinks to an external site., from YourCoach, at https://www.yourcoach.be/en/employee-motivation-theories/vroom-expectancy-motivation-theory.phpLinks to an external site.
Equity theory – Read more hereLinks to an external site., MindTools at https://www.mindtools.com/pages/article/newLDR_96.htmLinks to an external site..

Assignment:
Assignment: (Note, this example below is not in business style writing, but your response needs to be)
For this assignment. Consider the following situation in the context of our learnings from Module 1 and 2:
As we progress through our personal life and careers, we come across many situations that motivate us or turn us away/demotivate us (motivation). This could be due to internal drive (intrinsic), passion (intrinsic), curiosity (intrinsic), growth (intrinsic), money (extrinsic, incentive, pay & rewards), etc. Let me give you a personal example (true story). Years (and years…. actually well over a decade ago) in my career, I was a young, hungry, aggressive/assertive Account Director for a Marketing Company. I was motivated by title (extrinsic) and money (extrinsic, pay) and well as the overall passion to personally grow (intrinsic) and win (extrinsic) . I was hungry to learn as much as I could and advance faster than others, but I was willing to do the work, make the sacrifices, and put in the time. The company wanted to make the leap from a smaller firm to a mid-size firm and have the ability to “win” larger clients.
However, to do this, we had to win our first large client. I was assigned to the team (because I asked to be) to go after one of the largest beverage companies in the world. We worked tirelessly (sometimes 20 hours a day) with endless last minute travel to prove to this client we could create a team to meet/exceed their needs. We did a lot for free to prove we could do it. The responsibility was huge, but meaningful personally and professionally (Job Characteristics). This effort would double the size of our company, put us in a different playing field, but also tax our company resources by taking 1/3 of the current resources to pull off. But – we had an end goal in sight, the prize was big, the opportunity even bigger (Expectancy), and we were all bought in (Equity). We had each other’s backs and we were committed. The leadership team (Leadership) ensured we had support and that all efforts and departments were aligned (Congruency) to the goal (Strategy).
The effort was supposed to take a year (Expectancy). At almost 2 years, (and no reward or win) we grew tired, frustrated, and some gave up. Some even quit the company. Others were asked to be moved to a different team (Lack of Job Characteristics and Motivation). But, not me! Bring it! We were going to win this account. And finally – we did!! We were given little pieces at a time, but eventually we were awarded the account. Huge press releases, huge party, etc. In a way I felt like I could breathe, but in another way, I panicked due to the overwhelm of the amount of work and having to deliver. But, we had a good team (Teamwork coming up in Module 3) and I knew we could pull it off.
At the company meeting presentation/celebration, the team stood up, everyone was so excited because even if you weren’t part of the team, the entire company would benefit – but I would really benefit as the lead – because this meant a huge, career altering promotion (Expectancy and Extrinsic Motivation, Pay & Rewards). However…… instead of a promotion, leadership announced that my previous work partner, who did not work on winning the account (Equity), would be taking the account lead. They thanked me for all my work, gave me a small bonus that made everything I did, not worth it (Expectancy). They explained that by winning the account I had proven myself and they wanted him to now have the opportunity to lead a big client. Although they said they had other things in mind for me, I was devastated (Motivation gone….). Not only did I not get the reward I worked so hard for (Expectancy), I was personally blindsided (Leadership issue not communicating or checking in). Kind of even embarrassed. I seriously considered leaving the company. How could they hand someone the account that I worked 2 years to win? (Equity). That was my account! The person they gave it to was a personal friend. (and still is) He offered to turn the opportunity down because he didn’t want me to leave, but at the same time, he wanted the opportunity (Congruency, Informal Culture). Stayed tuned to future weeks as we continue this situation and I explain what happened next.
Video explanation of assignment here:
The purpose of this assignment is to first look at the situation from your own personal perspective of someone being managed, then look at it from Leadership’s side while recognizing, applying, and analyzing concepts and using Business Style Writing and APA sourcing.
This is recognition / identification of issues – After reading my situation and now thinking about your experience, briefly explain a professional situation (it has to be a work experience) that comes to mind based on the learnings in Module 1 and 2 (You can’t be the leader in this situation). The situation needs to be something you experienced that didn’t go your way, as you expected/hoped, etc. Explain the situation. Be sure to note the concepts in parenthesis and bold like I did in my example. Identify at least 3-4 different concepts that are issues. Note: Your response to this question is required to be in business style writing and limited to 1-2 business style writing short paragraphs.
To make this easier, after you answer this question in full, make a bullet list of all the issues that are concepts.
Analysis – Thinking about (and apply course concepts) How did you handle this situation? Be specific. Note: APA in text sourcing and references are required – Ex. (Sinek, 2010). Using parenthesis as in Q1 will not be accepted in Q2-5.
Analysis – Now thinking about this same situation you just described and taking into account everything we learned, how would you handle this situation now? Be specific and apply the concepts in Module 1 and Module 2 as support for your changed behaviors. Note: APA in text sourcing and references are required – using parenthesis as in Q1 will not be accepted in Q2-5. Note: If you wouldn’t change how you handled the situation, use course concepts to explain why not.
Application – It’s time to apply what you’ve learned! Now, imagine you were just added to the leadership team. What recommendations would you give the leadership you just joined to avoid this situation (and ALL the issues/concepts) you just explained, occurring in the first place. Basically, how should the situation have been been handled?
Be specific, using the Leadership tools in Module 1 and the Motivation tools in Module 2 address each issue you mentioned in Q1 as an issue and apply the concepts as support. Note: APA in text sourcing and references are required.
Ex. To fix the Job Characteristic Issue of lack of autonomy, I would…… your thought then support with source, then source. Ex. (Sinek, 2010)
Note: Recommendations are 30 points. 30 pts would be 30-50% of your paper in length. This means that you need to be very detailed and thorough and list more than 1 fix for each and give examples of specifically how you would fix each.
For ex. Saying –
To fix Valence, I would ask employees what reward they want.
To fix equity, I would make pay equal
et etc.