chapter 1 | Leadership and Followership 7electrical plant. Those workers who had the
improved working conditions taken away continued
to show improved productivity. Therefore, the
answers were found not in the conditionsof the
experiments but in the attentiongiven to the work-
ers by the experimenters. Similar to the 1954
Maslow Hierarchy of Needs theory, the 1959
Motivation-Hygiene theory developed by Frederick
Herzberg looked at factors that motivated workers
in the workplace. Following closely after Herzberg
was David McClelland and his 1961 Theory of
Needs. Clayton Alderfer responded to Maslow’s
theory with his own Existence, Relatedness, and
Growth (ERG) theory. Table 1-2 summarizes these
four historical motivation theories.
Emotional Intelligence
The relationship aspects of leadership are a focus
of the work on emotional intelligence (Goleman,
Boyatzes, & McKee, 2002). Part of what distin-
guishes ordinary leaders from leadership “stars”
is consciously addressing the effect of people’s
feelings on the team’s emotional reality. How is
this done?
First, learn how to recognize and understand
your own emotions, and learn how to manage
them, channel them, stay calm and clear-headed,
and suspend judgment until all the facts are in
when a crisis occurs (Baggett & Baggett, 2005).
The emotionally intelligent leader welcomes con-
structive criticism, asks for help when needed, can
juggle multiple demands without losing focus, and
can turn problems into opportunities.
Second, the emotionally intelligent leader listens
attentively to others, perceives unspoken concerns,
acknowledges others’ perspectives, and brings peo-
ple together in an atmosphere of respect, coopera-
tion, collegiality, and helpfulness so they can direct
their energies toward achieving the team’s goals.
“The enthusiastic, caring, and supportive leader
generates those same feelings throughout the
team,” wrote Porter-O’Grady of the emotionally
intelligent leader (2003, p. 109).Situational Theories
People and leadership situations are far more complex
than the early theories recognized. In addition, situa-
tions can change rapidly, requiring more complextable 1-
Leading Motivation Theories
Theory Summary of Motivation Requirements
Maslow, 1954 Categories of Need: Lower needs (below, listed first) must be fulfilled before others are activated.
Physiological
Safety
Belongingness
Esteem
Self-actualization
Alderfer, 1972 Three categories of needs, also ordered into a hierarchy:
1.Existence:Physical well-being
2.Relatedness:Satisfactory relations with others
3.Growth:Development of competence and realization of potential
Herzberg, 1959 Two factors that influence motivation. The absence of hygiene factors can create job dissatisfaction,
but their presence does not motivate or increase satisfaction.
1.Hygiene factors:Company policy, supervision, interpersonal relations, working conditions, salary
2.Motivators:Achievement, recognition, the work itself, responsibility, advancement
McClelland, 1961 Motivation results from three dominant needs. Usually all three needs are present in each individual
but vary in importance depending on the position a person has in the workplace. Needs are also
shaped over time by culture and experience.
1.Need for achievement:Performing tasks on a challenging and high level
2.Need for affiliation:Good relationships with others
3.Need for power:Being in charge
Adapted from Hersey, P. & Campbell, R. (2004). Leadership: A Behavioral Science Approach.Calif.: Leadership Studies Publishing.