Leadership/Motivation

Leadership/Motivation Case

“A question of Motivation”

Pamela Garrison

Onyenmeri Ekwue

Stacey Oxner Gail

Danny Herold

BMGT 364

March 15, 2014

Sutton, Dianne

The theories of Motivation and Leadership have been demonstrated through Equity, Vroom,transformational, and situational theory which are in agreement that motivation and leadership affect individuals’ performance in their work environment. However, they share different opinions on why people perform, how they perform, and why some people display different behaviors that put them in power. Due to the differences highlighted above it was decided to investigate and apply the theories to “leadership Scenario” from the case given.

Equity Theory

The Equity Theory emphasizes the hypothesis that individuals are induced to work by a sense of equality when compared to their counterparts. This sense of equality is produced when we compare our inputs (what we bring into a situation) and our outputs (what we receive or are rewarded with from a situation) with someone else’s inputs and outputs. We feel a sense of justice and equality if we perceive that the inputs and outputs are the same. However, if we believe that there is a disparity in the inputs and outputs of our peers, this disparity can cause a tension that can compel us to reduce the disparity.  The perception of disparity is individual and personal; different individuals can have various observations of equality. Some individuals can have a distorted perception of equity and react negatively. The Equity Theory depicts various possible reactions to perceived inequity including reducing input or finding ways to eliminate the discrepancy.

In the Leadership/Motivation Case, Alex perceives an inequity of inputs and outputs. His supervisor, Dan, believes in doing the same task over and over in order to master it, which has made Alex bored and frustrated with his position. Friend and co-worker Stephanie has a supervisor named Jonathan...