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chapter 1 | Leadership and Followership 7 CikguOnline
electrical plant. Those workers who had the First, learn how to recognize and understand
improved working conditions taken away continued your own emotions, and learn how to manage
to show improved productivity. Therefore, the them, channel them, stay calm and clear-headed,
answers were found not in the conditions of the and suspend judgment until all the facts are in
experiments but in the attention given to the work- when a crisis occurs (Baggett & Baggett, 2005).
ers by the experimenters. Similar to the 1954 The emotionally intelligent leader welcomes con-
Maslow Hierarchy of Needs theory, the 1959 structive criticism, asks for help when needed, can
Motivation-Hygiene theory developed by Frederick juggle multiple demands without losing focus, and
Herzberg looked at factors that motivated workers can turn problems into opportunities.
in the workplace. Following closely after Herzberg Second, the emotionally intelligent leader listens
was David McClelland and his 1961 Theory of attentively to others, perceives unspoken concerns,
Needs. Clayton Alderfer responded to Maslow’s acknowledges others’ perspectives, and brings peo-
theory with his own Existence, Relatedness, and ple together in an atmosphere of respect, coopera-
Growth (ERG) theory.Table 1-2 summarizes these tion, collegiality, and helpfulness so they can direct
four historical motivation theories. their energies toward achieving the team’s goals.
“The enthusiastic, caring, and supportive leader
Emotional Intelligence generates those same feelings throughout the
The relationship aspects of leadership are a focus team,” wrote Porter-O’Grady of the emotionally
of the work on emotional intelligence (Goleman, intelligent leader (2003, p. 109).
Boyatzes, & McKee, 2002). Part of what distin-
guishes ordinary leaders from leadership “stars” Situational Theories
is consciously addressing the effect of people’s People and leadership situations are far more complex
feelings on the team’s emotional reality. How is than the early theories recognized. In addition, situa-
this done? tions can change rapidly, requiring more complex

table 1-2
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.