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MOTIVATE SUBORDINATESMOTIVATE SUBORDINATES
TO ACCOMPLISH UNITTO ACCOMPLISH UNITMISSIONMISSION
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PURPOSEPURPOSE
It is important as an army leader that
you be able to motivate subordinates to
accomplish a physically challenging task
or perform a hazardous task that isdangerous and life threatening.
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REFERENCESREFERENCESFM 22-100 ARMY LEADERSHIP
FM22-101 LEADERSHIP COUNSELING
STP 21-11-MQS
AR 600-8-22 MILITARY AWARDS
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OUTLINEOUTLINE IDENTIFY LEADERSHIP COMPETENCIES
MOTIVATION DEFINED
IDENTIFYMOTIVATION TECHNIQUES
IDENTIFYMOTIVATION THEORIES
GOAL SETTING
IDENTIFY EQUITY / EXPECTANCYMOTIVATION THEORIES
IDENTIFY JOB REDESIGN
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LEADERSHIP COMPETENCIES
Communication
Supervision
Teaching andCounseling
SoldierTeam
Development
Technical
and Tactical
Proficiency
DecisionMaking
Planning
Use of
availablesystems
Professional
ethics
VG -1
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COMMUNICATIONS
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SUPERVISION
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TEACHING AND COUNSELING
Leaders have a responsibility to develop
subordinates
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SOLDIER TEAM DEVELOPMENT
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DECISION MAKING
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QUESTIONS?
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MOTIVATION DEFINEDMOTIVATION DEFINED
MOTIVATION IS THE CAUSE OF
ACTION
MOTIVATION IS THE FORCE
WHICH ENERGIZES HUMAN
BEHAVIOR
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MOTIVATION TECHNIQUESMOTIVATION TECHNIQUES
SERVING AS THE ETHICAL STANDARDBEARER
DEVELOPING COHESIVE SOLDIERTEAMS
REWARDING AND PUNISHING
RECOGNIZE ANDMEET SUBORDINATE
NEEDS SERVE AS, AND DEVELOP POSITIVE
ROLEMODELS
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ETHICAL STANDARDETHICAL STANDARD
BEARERBEARERTheimage cannotbe displayed.Your computer may nothaveenough memory toopen theimage,or the imagemay havebeen corrupted. Restartyour computer,and then open thefileagain.If thered x stillappears,you may havetodeletethe imageand then insertit again.
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A. Be decent and honorable
Q. HOW WOULDYOU SERVE AS AN
ETHICAL STANDARD BEARER?
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A.Will lack confidence, self discipline, and
constantly avoid doing the right thing.
Q. WHAT CAN HAPPEN IN SITUATIONS
WHERE THE LEADER DOES NOTSERVE AS A POSITIVE ROLE MODEL?
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COHESIVE SOLDIER TEAMCOHESIVE SOLDIER TEAM
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WHYWOULD DEVELOPING COHESIVE
SOLDIER TEAMS BE AMOTIVATION
TECHNIQUE?
Q.
A. Soldiers do not perform just for themselves. They
want to be part of a successful unit or team. Soldiersin a cohesive soldier team are confident in their
equipment, buddies, leaders and training. Soldiers
tend to perform heroic actions but do so to keep
themselves and their buddies alive.
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A. Train together; Develop a team; Give the team
an identity and Worth; Participate in sports
and social activities, etc.
Q. WHAT ARE SOME THINGS WHICHYOU
CAN DO TO DEVELOP A COHESIVE
TEAM ?
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REWARDS ANDREWARDS AND
PUNISHMENTSPUNISHMENTS
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REWARDSREWARDS
REWARD INDIVIDUAL AND TEAMBEHAVIOR THAT SUPPORTS UNIT
TASKS AND MISSIONS
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POSITIVE TOOLS OFPOSITIVE TOOLS OF
MOTIVATIONMOTIVATIONSet the example
Establish clear goals and objectives
Obtain recommendations from every
leader in the chain on rewards, schooling,
and awards
Use the established awards system to the
maximum
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POSITIVE TOOLS OFPOSITIVE TOOLS OF
MOTIVATION (CONT)MOTIVATION (CONT)
Create unit level certificates or awards
for individuals and/ or unitsReward the desired behavior of an
individual or group promptly
Present awards at a retreat, parade, orsome other appropriate unit ceremony
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POSITIVE TOOLS OFPOSITIVE TOOLS OF
MOTIVATION (CONT)MOTIVATION (CONT)
Give verbal praise liberally
Develop awards and ways of recognizingthe majority of your soldiers who
consistently meet or exceed the standard
Promote those who work hard, studyhard, achieve standards, and influence
others to achieve unit standards
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PUNISHMENTPUNISHMENT
PUNISH SOLDIERS WHO BEHAVE
IN A WAYTHAT IS COUNTER TOUNIT TASKS,MISSIONS, AND
STANDARDS
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SPOT CORRECTIONSSPOT CORRECTIONSDoing something wrong (example- failure
to render a proper hand salute)
Why wrong (what regulation covers, FM,AR, etc.)
What could happen if he continues to
perform not to standard (Uniform CodeofMilitary Justice)
Action documented on counseling form
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NEGATIVE TOOLS OFNEGATIVE TOOLS OF
MOTIVATIONMOTIVATIONGive warnings about inappropriate
behavior
Use verbal and written reprimands whenappropriate
Ensure that every leader in the chain of
command is involved in the process ofjudicial or non-judicial disciplinaryaction
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NEGATIVE TOOLS OFNEGATIVE TOOLS OF
MOTIVATION (CONT)MOTIVATION (CONT)Conduct reprimands, counseling, and
corrective action as privately and as
quickly as possible after an offense
Direct the punishment or counseling atthe behavior, not the subordinate
The subordinate must know the desiredbehavior and be able to perform itacceptably
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Q. HOW CAN REWARDS BE USED FOR
MOTIVATION?
A. Rewards make individuals more likely
to continue a desired behavior.
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Q. HOW CAN PUNISHMENTS BE USED FOR
MOTIVATION?
A. Punishment tends to make the individual
more likely to avoid the behavior in the future
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RECOGNIZE AND MEETRECOGNIZE AND MEET
SUBORDINATE NEEDSSUBORDINATE NEEDSTheimage cannotbe displayed.Your computer may nothaveenough memory toopen theimage, or theimagemay havebeen corrupted.Restartyour computer, and then open thefileagain.I fthe red x stillappears, you may havetodelete theimage and then insertit again.
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1. WHAT ARE THE FOUR BASIC NEEDS OF
A SOLDIER?
FOOD
TIME OFF
FINANCES
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SERVE AS, AND DEVELOP,SERVE AS, AND DEVELOP,
POSITIVE ROLE MODELSPOSITIVE ROLE MODELSTheimage cannotbe displayed.Your computer may nothaveenough memory toopen theimage, or theimagemay havebeen corrupted.Restartyour computer, and then open thefileagain.I fthe red x stillappears, you may havetodelete theimage and then insertit again.
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Q.WHY IS IT SO IMPORTANT TO BE A
POSITIVE ROLEM
ODEL?
A. Subordinates observe, and want to look upto leaders.
Your action speak louder than your words.
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QUESTIONS?
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MOTIVATION THEORIESMOTIVATION THEORIES
The needs theories of motivation considered to
be the most popular
The underlying concept of all needs approaches
is that a need that is unsatisfied creates a state
of internal disequilibrium which is
uncomfortable for the individual. This
approach assumes that human beings
constantly seek a state of equilibrium.
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PHYSIOLOGICAL
SAFETY/SECURITY
SOCIAL
SELFESTEEM
SELFACTUALIZATION
MASLOWS NEED HIERARCHY
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MASLOWS NEED HIERARCHY
PHYSIOLOGICAL NEEDS
FOOD, WATER, SHELTER,AIR
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MASLOWS NEED HIERARCHY
FINANCIAL, HEALTH, PHYSICAL HARM, ETC.
SAFETY/SECURITY
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MASLOWS NEED HIERARCHY
SOCIAL
FRIENDSHIP, AFFECTION, LOVE, ETC.
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MASLOWS NEED HIERARCHY
DESIRE OFTHE INDIVIDUAL TO HAVE A
STABLE ,HIGH EVALUATION OFHIMSELF/
HERSELFAND THE RESPECT OFOTHERS
SELF ESTEM
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MASLOWS NEED HIERARCHY
SELFACTUALIZATION
THE DESIRE TO ACHIEVE SELFFULFILLMENT,
DEVELOP ONES POTENTIAL
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Self-ActualizationGrowth
Motivational FactorsSelf Esteem (Self)
Self-Esteem (Others)
Relatedness SocialMaintenance Factors
SecuritySafety
Existence Physiological
ALDERFER MASLOW HERZBERG
COMPARISON OFALDERFER,MASLOW AND
HERZBERGS THEORIES
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QUESTIONS?
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GOAL SETTING DEFINEDGOAL SETTING DEFINED
Goal setting is a process where leaders and
their subordinates jointly identify common
objectives, define subordinates major areas of
responsibility in terms of the results expected,
through mutual agreement obtain the
subordinates personal commitment, and usethese objectives as guides for operating the unit
and assessing the contribution of each of its
members.
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GOAL SETTING ISGOAL SETTING IS
APPROPRIATE WHEN:APPROPRIATE WHEN: The goals are specific and require higher level
effort and performance
Subordinates and supervisors are committed tothe goals
The goals are legitimate for the organization
The goals are accompanied by concretefeedback
The leadership does not see the goal settingprocess as a loss of power
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IS GOAL SETTINGIS GOAL SETTING
APPROPRIATE?APPROPRIATE?
Situation 1: Your supervisor believes that
he/she should make all decisions.
Situation 2: Your organization serves asthe project office for the commander. Itis hard to predict what next project willbe and the office is constantly under timepressure.
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QUESTIONS?
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EQUITY / EXPECTANCYEQUITY / EXPECTANCY
MOTIVATION THEORIESMOTIVATION THEORIES
OWN
OWN OUTCOMES OTHERS OUTCOMES
OTHERS INPUTS
VSOWN INPUTS
OTHER
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QUESTIONS?
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JOB REDESIGNJOB REDESIGN
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PRINCIPLES OF VERTICALPRINCIPLES OF VERTICAL
JOB LOADINGJOB LOADING
Remove controls but retain accountability
Increase individuals accountability
Provide a natural work unit
Granting additional authority
Provide worker progress reports
Introduce new and more difficult tasks
Assign specific or specialized tasks
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CORE JOB DIMENSIONSCORE JOB DIMENSIONS
SKILL VARIETY
TASK IDENITY
TASK SIGNIFICANCE
AUTONOMY
FEEDBACK
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QUESTIONS?
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SUMMARYSUMMARY
LEADERSHIP COMPETENCIES
MOTIVATION DEFINED
MOTIVATION TECHNIQUES
MOTIVATION THEORIES
GOAL SETTING
EQUITY / EPECTANCYMOTIVATIONTHEORIES
JOB REDESIGN
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QUESTIONS?
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CONCLUSIONCONCLUSION
It is important as an army leader that
you be able to motivate subordinates to
accomplish a physically challenging task
or perform a hazardous task that is
dangerous and life threatening.