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226 PART 4: THE LEADER AS A RELATIONSHIP BUILDER
Leadership and Motivation

Most of us get up in the morning, go to school or work, and behave in ways that
are predictably our own. We usually respond to our environment and the people
in it with little thought as to why we work hard, enjoy certain classes, or fi nd
some recreational activities so much fun. Yet all these behaviors are motivated
Motivation by something. Motivation refers to the forces either internal or external to a person
Motivation
the forces either internal or that arouse enthusiasm and persistence to pursue a certain course of action. Em-
the forces either internal or
external to a person that arouse
external to a person that arouse
enthusiasm and persistence to
enthusiasm and persistence to ployee motivation affects productivity, and so part of a leader’s job is to channel
pursue a certain course of action
pursue a certain course of action followers’ motivation toward the accomplishment of the organization’s vision
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and goals. The study of motivation helps leaders understand what prompts peo-
ple to initiate action, what influences their choice of action, and why they persist

in that action over time.
Exhibit 8.1 illustrates a simple model of human motivation. People have basic
needs, such as for food, recognition, or monetary gain, which translate into an
internal tension that motivates specific behaviors with which to fulfi ll the need. To

the extent that the behavior is successful, the person is rewarded when the need is

satisfied. The reward also informs the person that the behavior was appropriate
and can be used again in the future.
The importance of motivation, as illustrated in Exhibit 8.1, is that it can

lead to behaviors that reflect high performance within organizations. Studies have
found that high employee motivation and high organizational performance and
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profi ts go hand in hand. An extensive survey by the Gallup organization, for ex-
ample, found that when all of an organization’s employees are highly motivated
and performing at their peak, customers are 70 percent more loyal, turnover
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drops by 70 percent, and profits jump 40 percent. Leaders can use motivation
theory to help satisfy followers’ needs and simultaneously encourage high work
performance. When workers are not motivated to achieve organizational goals,
the fault is often with the leader.
Intrinsic and Extrinsic Rewards
Rewards can be either intrinsic or extrinsic, systemwide, or individual. Exhibit 8.2
illustrates the categories of rewards, combining intrinsic and extrinsic rewards
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Intrinsic rewards with those that are applied systemwide or individually. Intrinsic rewards are the
Intrinsic rewards
internal satisfactions a person internal satisfactions a person receives in the process of performing a particular
internal satisfactions a person
receives in the process of
receives in the process of

performing a particular action
performing a particular action action. Solving a problem to benefit others may fulfi ll a personal mission, or the
completion of a complex task may bestow a pleasant feeling of accomplishment.
An intrinsic reward is internal and under the control of the individual, such as to
engage in task behavior to satisfy a need for competency and self-determination.
Consider the motivation of Oprah Winfrey. Winfrey is an Emmy award-winning
Exhibit 8.1 A Simple Model of Motivation

NEED Creates desire to BEHAVIOR Results in REWARDS Satisfy needs;
fulfill needs (money, friendship, actions to fulfill needs intrinsic or extrinsic rewards
recognition, achievement)

FEEDBACK Reward informs person whether behavior was appropriate and should be used again.