Leader Power And Follower Motivation Paper

Leader Power and follower motivation are joined together by motivation, the fulfillment of needs, in the work force. Managers or leaders must find the right balance of influence or persuasion to create a dynamic work environment in order to complete projects or organizational objectives (Boykins, Campbell, Corey, Harp, Mason, & Stanton, 2015). Keeping a team motivated and focused on the goals requires an additional set of skills (Boykins et al, 2015). Leader power has several theories in which leaders can influence followers and their behaviors toward the workplace. Process theory and content theory make up the two theories of effective followership, the leader can break down these theories to apply them in different situations (Udechukwu

Equity theory is about the congruence between an individual input and the outcome received in that input and the input reward ratio is compared to what is called a referent other or comparison either. (Adams 1965). If the individual feels that he or she put forth greater effort than the comparison and receive the same reward, the input will be adjusted until equity is reached (Adams 1965). Vroom’s (1964) expectancy theory explains that the underlying premise of expectancy theory is that there will be a level of effort, which will lead to a measure of success and a reward for that successful performance (Vroom, 1964). Maslow’s Hierarchy of needs, which is depicted as a pyramid or triangle, the idea is that the base of the pyramid needs to be in place before the next level can be put in (Vroom, 1964). The needs include basic, safety, social, esteem, and self-actualization needs (Vroom, 1964). Herzberg’s (1959) two factor theory contains two factors, hygiene factors and motivators (Herzberg, 1959). The presence of hygiene factors, the minimum standards that must be met, does not necessarily create motivation, but the absence of them causes demotivation (Herzberg, 1959). Motivators create motivation when they are present(Herzberg, 1959). McClelland’s (1985) learned needs theory posits that through social interactions, individuals develop three needs: achievement,