Nelson Garcia Soto
December 23, 2013
“Motivation is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal” (Robbins and Judge, 2013, p 202). An effective leader motivates his or her followers or subordinates to perform. Leaders encourage other to be moved by something. The degree of motivation and the type of motivation are both important. The degree of motivation is how much is someone motivated and the type of motivation concerns with what brings that motivation. Both extrinsic and intrinsic motivation are mentioned ...view middle of the document...
In the workplace, extrinsic motivators are often in the form of rewards like pay incentives, employee benefits, verbal recognition, etc. Intrinsic motivators are shown when doing a job because it means something to us; learning from the job, pay incentives when we are passionate about a job, employee recognition programs, etc. Extrinsic motivators often enhance performance when they are not seen as coercive. They can also increase satisfaction (how well we feel about our jobs). An extrinsic motivator that might increase job satisfaction might be a high perceive organizational support (POS) or the degree that we perceive the organization supports our goals.
Both extrinsic and intrinsic motivators are explained as part of the self-determination theory of motivation. This is one of the contemporary theories “that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation” (Robbins and Judge, 2013, p 209). The harmful effects of extrinsic rewards can diminish intrinsic interest on a task, best known as cognitive evaluation theory. Other contemporary theories of relevance to this paper are: goal-setting theory, and self-efficacy theory. Goal-setting theory proposes that clear and specific goals improve performance. Self-efficacy theory relies on the premise that we are all capable of performing what we want. Its proponent proposes enactive mastery, vicarious modeling, verbal persuasion, and arousal can improve that self-efficacy. Many other contemporary theories try to explain motivation, but the scope of this paper goes beyond that. However care must be given to mention Abraham Maslow’s hierarchy of needs theory, one of the first attempts to explain motivation. There exists a hierarchy of needs within us: physiological, safety, social, esteem, and self-actualization. This theory seems logical but its criticism is that no empirical substantiation can help prove it. Some of the other need theories like McClellands’ (need for achievement, power, and affiliation) and contemporary theories have some sort of empirical element to them.
Now that some motivation elements have been explained, let’s put them to practice. I am part of a team of six with different personalities and leadership styles. The DISC assessment, which is divided in four main behavioral styles (Dominance, Interactive, Steadiness, and Cautious), was used to compare and contrast the six members. The model, based on the work of William Moulton Marston, PhD, examines behavioral traits, and shows how to understand those behaviors on a group setting (Duck, 2006). Five members are dominant, and one is interactive. I am a dominant. From the dominants, four are producers and one is an adventurer (substyles). I am a dominant producer. Dominants like control and achievement. They are goal-oriented and take charge. They want things to be done in a quick and in an efficient manner. They don’t like delays,...