There is more fallout from the Rutgers scandal and the firing of Mike Rice, the basketball coach. It now appears that he will receive a $100,000 bonus in spite of the documented evidence of his lack of leadership. The university is citing contractual obligations. It seems on the surface that Mike Rice did not violate any anti-bullying policy when he assaulted his players. His contract concerned only winning or staying the season. Apparently, he was not expected to be a leader, a role model, or an example for others. I guess his homophobic remarks also did not violate any school policy. The same holds true for tarnishing the image of Rutgers-no violation.
I am surprised that no criminal charges have been filed. In New Jersey, the victim must be naked and whipped with a belt for charges to be filed. Kicking, pushing, and attacking players with a basketball is not criminal. Actually, I thought that was only in Indiana. And where are the civil suits? Yet to come?
There are rumors that Rice may have made homophobic remarks at Robert Morris. You think? I know from personal experience that it is difficult to find witnesses who will testify against bullys. They are afraid that if the bully is not terminated, they will be bullied again. Of course, he was a bully at Robert Morris. He did not start at Rutgers. We have not heard from his family who may also be victims.
In my e-book, Leadership for New Managers: Book Two, I write about bullys and how to handle them. They usually do not respond to anger management training and rehab. They should be terminated. Below is a continuation of Chapter 6 on Motivation.
1. Types of Motivation
a. Legitimate Motivation
Legitimate motivation occurs when leader/managers establish their authority as the basis for a request when it may not be obvious. Reference to one’s position suggests to subordinates that there is the potential for official action if they do not complete the request. Associates who believe that the leader/manager is not in the chain of command and has no authority over them may ignore the
request.
b. Exchange
Exchange is a motivation method that leader/managers use when they make an offer to provide
some desired item or action in trade for compliance with a request. Exchange requires that the leader/managers control certain resources or rewards valued by followers.
c. Personal Appeals
Personal appeals occur when the leader asks the associate to comply with a request based on friendship or loyalty. This may be useful in a difficult situation when mutual trust is the key to success. The leader appeals to the associate by highlighting special talents and professional trust for encouragement before taking on a tough mission. Broadening the extent of personal appeal or better informing the associates of benefits is another way of refining the methods of influence.
d. Collaboration
Collaboration occurs when the leader/manager cooperates in providing assistance or resources to
carry out a directive or request. The leader makes the choice more attractive by being prepared to step in and resolve problems.
e. Rational Persuasion
Rational persuasion requires the leader to provide evidence, logical arguments, or explanations showing how a request is relevant to the goal. This is often the first approach to gaining compliance or commitment from associates. It is likely to be effective if the leader is an expert in the specialty area in which the influence occurs. Leader/managers often draw from their own experience for reasons to accomplish a task, because the leader has tried it and done it. Increasing the amount and
quality of evidence can improve the effect of rational persuasion.
f. Apprising
Apprising happens when the leader explains why a request will benefit an associate, such as giving greater satisfaction in their work or performing a task a certain way that will save time. In contrast to exchange, the benefits are out of the control of the leader.
g. Inspirational Appeals
Inspirational appeals occur when the leader fires up enthusiasm for a request by arousing strong emotions to build conviction.
h. Participation
Participation occurs when the leader asks others to take part in the processes to address a problem
or meet an objective. Active participation leads to an increased sense of worth and recognition for associates. It provides value to the effort and builds commitment to execute. By involving key leader/managers at all levels during planning, senior leader/managers ensure that their associates take stock in the vision. Junior leaders will later be able to pursue critical intermediate and
long-term objectives, even after senior leader/managers have moved on.
2. Application of Motivation
To succeed, associates should perceive motivation methods as authentic and sincere. Positive influence comes from leader/managers that do what is right for the team and each individual associate. Negative motivation, real or perceived, emanates from leader/managers that primarily focus on personal gain and lack self-awareness. Even honorable intentions, if wrongly perceived by associates as self-serving, will yield mere compliance. False perception may trigger unintended side effects such as resentment of the leader/manager and the deterioration of morale.
I am surprised that no criminal charges have been filed. In New Jersey, the victim must be naked and whipped with a belt for charges to be filed. Kicking, pushing, and attacking players with a basketball is not criminal. Actually, I thought that was only in Indiana. And where are the civil suits? Yet to come?
There are rumors that Rice may have made homophobic remarks at Robert Morris. You think? I know from personal experience that it is difficult to find witnesses who will testify against bullys. They are afraid that if the bully is not terminated, they will be bullied again. Of course, he was a bully at Robert Morris. He did not start at Rutgers. We have not heard from his family who may also be victims.
In my e-book, Leadership for New Managers: Book Two, I write about bullys and how to handle them. They usually do not respond to anger management training and rehab. They should be terminated. Below is a continuation of Chapter 6 on Motivation.
1. Types of Motivation
a. Legitimate Motivation
Legitimate motivation occurs when leader/managers establish their authority as the basis for a request when it may not be obvious. Reference to one’s position suggests to subordinates that there is the potential for official action if they do not complete the request. Associates who believe that the leader/manager is not in the chain of command and has no authority over them may ignore the
request.
b. Exchange
Exchange is a motivation method that leader/managers use when they make an offer to provide
some desired item or action in trade for compliance with a request. Exchange requires that the leader/managers control certain resources or rewards valued by followers.
c. Personal Appeals
Personal appeals occur when the leader asks the associate to comply with a request based on friendship or loyalty. This may be useful in a difficult situation when mutual trust is the key to success. The leader appeals to the associate by highlighting special talents and professional trust for encouragement before taking on a tough mission. Broadening the extent of personal appeal or better informing the associates of benefits is another way of refining the methods of influence.
d. Collaboration
Collaboration occurs when the leader/manager cooperates in providing assistance or resources to
carry out a directive or request. The leader makes the choice more attractive by being prepared to step in and resolve problems.
e. Rational Persuasion
Rational persuasion requires the leader to provide evidence, logical arguments, or explanations showing how a request is relevant to the goal. This is often the first approach to gaining compliance or commitment from associates. It is likely to be effective if the leader is an expert in the specialty area in which the influence occurs. Leader/managers often draw from their own experience for reasons to accomplish a task, because the leader has tried it and done it. Increasing the amount and
quality of evidence can improve the effect of rational persuasion.
f. Apprising
Apprising happens when the leader explains why a request will benefit an associate, such as giving greater satisfaction in their work or performing a task a certain way that will save time. In contrast to exchange, the benefits are out of the control of the leader.
g. Inspirational Appeals
Inspirational appeals occur when the leader fires up enthusiasm for a request by arousing strong emotions to build conviction.
h. Participation
Participation occurs when the leader asks others to take part in the processes to address a problem
or meet an objective. Active participation leads to an increased sense of worth and recognition for associates. It provides value to the effort and builds commitment to execute. By involving key leader/managers at all levels during planning, senior leader/managers ensure that their associates take stock in the vision. Junior leaders will later be able to pursue critical intermediate and
long-term objectives, even after senior leader/managers have moved on.
2. Application of Motivation
To succeed, associates should perceive motivation methods as authentic and sincere. Positive influence comes from leader/managers that do what is right for the team and each individual associate. Negative motivation, real or perceived, emanates from leader/managers that primarily focus on personal gain and lack self-awareness. Even honorable intentions, if wrongly perceived by associates as self-serving, will yield mere compliance. False perception may trigger unintended side effects such as resentment of the leader/manager and the deterioration of morale.
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