leading

• Leading – a management function that involves inspiring and influencing people in the organization to achieve a common goal
• Managing – the process of working with and through others to achieve organizational objectives efficiently and ethically amid constant change. It also deals with planning, organizing, staffing leading, and controlling.
• Personality pertains to the unique combination of physical and mental characteristics that affect how individuals react to situations and interact with others, and if unhealthy or not fully functioning could cause conflicts/problems among individuals.
• Big Five Personality Characteristics According to Robbins and Coulter (2009):

  extraversion, agreeableness, conscientiousness, emotional stability, openness to experience
• Extraversion – the degree to which someone is sociable, talkative, and assertive
• Agreeableness – the degree to which someone is good natured, cooperative, and trusting
• Conscientiousness – the degree to which someone is responsible, dependable, persistent, and achievement-oriented
• Emotional Stability – the degree to which someone is calm, enthusiastic, and secure (positive), or tense, nervous, depressed, and insecure (negative)
• Openness to experience – the degree to which someone is imaginative, artistically sensitive, and intellectual
• emotional intelligence (EI) pertains to the ability to manage one’s self and interact with others in a positive way.
• four key components of EI—self-awareness, self management, social awareness, and relationship management—
• Organizational Citizenship Behavior (OCB) – refers to employee behavior that exceeds work role requirements and also behaviors that go beyond the call of duty.
• Organizational Commitment – refers to the extent to which an individual employee identifies with an organization and its goals.
• Job Satisfaction and Productivity – job satisfaction refers to employees’ general attitude toward their respective jobs.
• Motivation – refers to psychological processes that arouse and direct goal-directed behavior
• Theory – a body of fundamental principles verifiable by experiment or observation
• Motivation encourages individuals to work enthusiastically, often performing more work than what is required.
• According to Kreitner and Kinicki (2013), early Theories of Motivation:

  Maslow's Hierarchy or Needs Theory, McGregor's Theory X and Theory Y, Herzberg's Two Factor Theory, McClelland's Three Needs Theory, Alderfer's ERG Theory
• Maslow’s Hierarchy of Five Human Needs:

  physiological, safety, social esteem, self-actualization needs
• Physiological Needs refer to the human need for food, water, shelter, and other physical necessities.
• Safety Needs refer to human needs for security and protection from physical and psychological harm.
• Social Needs pertain to the human desire to be loved and to love, as well as the need for affection and belongingness.
• . Esteem Needs include the human need for self-respect, self-fulfillment, and become the best according to one’s capability.
• self-actualization - final needs in maslow's hierarchy of needs because their satisfaction is related to many outcomes such as academic achievement, job performance, work problems/success, and others.
• McGregor’s Theory X and Theory Y – Theory X is a negative view of workers which assumes that workers have little ambition, dislike work, and avoid responsibilities; they need to be closely monitored or controlled in order for them to work effectively. Theory Y is a positive view of workers which assumes that employees enjoy work, seek out and accept responsibility, and are self-directed.
• McClelland’s Three Needs Theory – was proposed by David McClelland and states that individuals have three needs that serve as motivators at work. The three needs McClelland referred to are: the need for achievement (nAch), the need for power (nPow), and the need for affiliation (nAff). Managers are advised to be observant of these needs among their sub- ordinates so that they could be given job assignments that would satisfy their highest needs, if possible. In doing so, they may be more motivated to work well.
• Alderfer’s ERG Theory – was developed by Clayton Alderfer in the 1960s. For Alderfer, a set of core needs explains behavior. E stands for existence needs, R refers to relatedness needs, and G pertains to growth needs. The needs or desire for physiological and materialistic well-being, to have meaningful relationships with others, and to grow as a human being are similar to the needs presented in Maslow’s Theory
• five core job dimensions:

  skill variety, task identity, task significance, autonomy, feedback
• Skill variety – the degree by which a job requires different activities, so employees may be able to use their different skills
• Task identity – the degree by which a job requires completion of an identifiable piece of work
• Task significance – the degree by which a job has a significant impact on the lives or work of others
• Autonomy – the degree by which a job provides enough freedom and discretion to employees
• Feedback – the degree by which performing job requirements results in the employee’s receipt of information about his or her performance effectiveness
• Goal Setting Theory – a theory stating that specific goals motivate performance and that more difficult goals, when accepted by employees, result in greater motivation to perform well, as compared to easy goals.
• Reinforcement Theory – a theory which states that behavior is a function of its consequences. If the result or consequences that immediately follow a behavior is good, then there is a probability that the individual will be motivated to repeat the behavior. Using this theory, managers can motivate employees’ positive behavior by using positive reinforcement for actions that help the company achieve its goal
• Job Design Theory – a theory which states that employees are motivated to work well by combining tasks to form complete jobs.
• three examples of job design theory:

  job enlargement, job enrichment, job characteristics development
• Equity Theory – a theory developed by J. Stacey Adams which states that employees assess job outcomes in relation to what they put into it and then compare these with their co-workers. If the employee perceives that his job is equitable in comparison to those of his coworkers, there is no problem. However, if the opposite is true, this will become a demotivator to his or her job performance.
• Expectancy Theory – states that an individual tends to act in a certain way, based on the expectation that the act will be followed by an outcome which may be attractive or unattractive to him or her.
• modern theories of motivation:goal setting theory, reinforcement theory, job design theory, equity theory, expectancy theory