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252 PART 4: THE LEADER AS A RELATIONSHIP BUILDER
rewards, bring about unintended consequences, are too simple to capture organiza-
tional realities, and replace workplace cooperation with unhealthy competition.
An alternative approach to carrot-and-stick motivation is that of empowerment,
by which subordinates know the direction of the organization and have the autonomy

to act as they see fit to go in that direction. Leaders provide employees with the knowl-
edge to contribute to the organization, the power to make consequential decisions,
and the necessary resources to do their jobs. Empowerment typically meets the higher
needs of individuals. Empowerment is tied to the trend toward helping employees

find value and meaning in their jobs and creating an environment where people can

flourish. When people are fully engaged with their work, satisfaction, performance,
and profi ts increase. Leaders create the environment that determines employee moti-
vation and satisfaction. One way to measure how engaged people are with their work
is the Q12, a list of 12 questions about the day-to-day realities of a person’s job. Other
current organization-wide motivational programs include employee ownership, gain-
sharing, pay for knowledge, pay for performance, and job enrichment.

Discussion Questions

1. Describe the kinds of needs that people bring to an organization. How might a per-
son’s values and attitudes, as described in Chapter 4, influence the needs he or she
brings to work?
2. What is the relationship among needs, rewards, and motivation?
3. What do you see as the leader’s role in motivating others in an organization?
4. What is the carrot-and-stick approach? Do you think that it should be minimized in
organizations? Why?
5. What are the features of the reinforcement and expectancy theories that make them seem
like carrot-and-stick methods for motivation? Why do they often work in organizations?
6. Why is it important for leaders to have a basic understanding of equity theory? Can you
see ways in which some of today’s popular compensation trends, such as gainsharing or
pay for performance, might contribute to perceived inequity among employees? Discuss.
7. What are the advantages of an organization with empowered employees? Why might
some individuals not want to be empowered?
8. Do you agree that hygiene factors, as defined in Herzberg’s two-factor theory, can-
not provide increased satisfaction and motivation? Discuss.
9. Discuss whether you believe it is a leader’s responsibility to help people find mean-
ing in their work. How might leaders do this for employees at a fast-food restau-
rant? How about for employees who clean restrooms at airports?
10. If you were a leader at a company like Blackmer/Dover, discussed on page 242 of the chap-
ter, what motivational techniques might you use to improve cooperation and teamwork?

Leadership at Work

Should, Need, Like, Love
Think of a school or work task that you feel an obligation or commitment to complete,
but you don’t really want to do it. Write the task here: