2020 iLEAD e-book

shows how to promote autonomy in the many realms of our lives. The questions so many people ask, i.e.
‘How do I motivate people to learn? to work? to do their chores? or to take their medicine?’— are the wrong
questions. They are wrong because they imply that motivation is something that gets done to people rather
than something that people do.”
Vroom
Vroom's theory assumes that behaviour is a result from conscious choices among alternatives. The expectancy
theory says that individuals have different sets of goals and can be motivated if they have certain
expectations.
Expectancy Theory Expectations
There is a positive correlation between efforts and performance
Favourable performance will result in a desirable reward
The reward will satisfy an important need
The desire to satisfy the need is strong enough to make the effort worthwhile
Expectancy Theory Beliefs
Valence. Refers to the emotional orientations which people hold with respect to outcomes [rewards].
The depth of the want of an employee for extrinsic [money, promotion, free time, benefits] or
intrinsic [satisfaction] rewards. As a manager, you need to discover what employees appreciate.
Expectancy. Employees have different expectations and levels of confidence about what they are
capable of doing. As a manager, you need to discover what resources, training, or supervision the
employees need.
Instrumentality. The perception of employees whether they will actually receive what they desire,
even if it has been promised by a manager. As a manager, you need to ensure that promises of
rewards are fulfilled and that employees are aware of that.
Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact
psychologically. In this way they create a motivational force, such that the employee will act in a way that
brings pleasure and avoids pain. This force can be 'calculated' via a formula:
Expectancy Theory Formula
Motivation = Valence x Expectancy(Instrumentality)
Pink
When it comes to motivation, there’s a gap between what science knows and what business does. Our current
business operating system— which is built around external, carrot-­‐and-­‐stick motivators— doesn’t work and
often does harm. We need an upgrade. And the science shows the way. This new approach has three essential
elements: (1) Autonomy— the desire to direct our own lives; (2) Mastery— the urge to make progress and get
better at something that matters; and (3) Purpose— the yearning to do what we do in the service of
something larger than ourselves.
Dweck
Stanford’s Dweck distills her decades of research to a simple pair of ideas. People can have two different
mindsets, she says. Those with a “fixed mindset” believe that their talents and abilities are carved in stone.
Those with a “growth mindset” believe that their talents and abilities can be developed. Fixed mindsets see