Table Of ContentABOUT THE AUTHOR
John B. Miner has a professional practice in Eugene, Oregon. He held the Donald S. Carmichael
chair in human resources at the State University of New York–Buffalo and was faculty director
of the Center for Entrepreneurial Leadership there. Previously he was Research Professor of
Management at Georgia State University. He has written over fifty books and over 135 other
publications.
Copyright © 2005 by M.E. Sharpe, Inc.
All rights reserved. No part of this book may be reproduced in any form
without written permission from the publisher, M.E. Sharpe, Inc.,
80 Business Park Drive, Armonk, New York 10504.
Library of Congress Cataloging-in-Publication Data
Miner, John B.
Organizational behavior I. Essential theories of motivation and leadership
/ by John B. Miner.
p. cm.
Includes bibliographical references and index.
ISBN 0-7656-1523-1 (cloth : alk. paper)
1. Employee motivation. 2. Leadership. 3. Organizational behavior. I.
Title: Organizational behavior one. Essential theories of motivation and
leadership. II. Title: Organizational behavior. 1, Essential theories of
motivation and leadership. III. Title: Essential theories of motivation and
leadership. IV. Title.
HF5549.5.M63M5638 2005
302.3'5—dc22 2005003746
Printed in the United States of America
The paper used in this publication meets the minimum requirements of
American National Standard for Information Sciences
Permanence of Paper for Printed Library Materials,
ANSI Z 39.48-1984.
~
BM (c) 10 9 8 7 6 5 4 3 2 1
DEDICATION
To the intellectual leaders who coined the ideas and much of the research that made this book
possible:
J. Stacy Adams Gary P. Latham
Bernard M. Bass Edward E. Lawler
Fred E. Fiedler Kurt Lewin
George B. Graen Edwin A. Locke
Stephen G. Green Robert G. Lord
J. Richard Hackman Fred Luthans
W. Clay Hamner David C. McClelland
Frederick Herzberg Terence R. Mitchell
Robert J. House Greg R. Oldham
Arthur G. Jago Lyman W. Porter
Steven Kerr Victor H. Vroom
Robert Kreitner Philip W. Yetton
and the many who worked with them.
CONTENTS
List of Tables and Figures ix
Preface xi
Acknowledgments xv
PART I. SCIENTIFIC INTRODUCTION
Chapter 1. Science and Its Theory 3
Chapter 2. The Conduct of Research and the Development of Knowledge 18
PART II. THEORIES OF MOTIVATION
Chapter 3. From Social Psychology and Personality Theory: Kurt Lewin 37
Chapter 4. Achievement Motivation Theory: David McClelland 46
Chapter 5. Motivation-Hygiene Theory: Frederick Herzberg 61
Chapter 6. Job Characteristics Theory: Richard Hackman, Edward Lawler, and
Greg Oldham 75
Chapter 7. Expectancy Theories: Victor Vroom, and Lyman Porter and Edward Lawler 94
Chapter 8. Operant Behavior and Organizational Behavior Modification:
Clay Hamner, and Fred Luthans and Robert Kreitner 114
Chapter 9. Equity Theory: J. Stacy Adams 134
Chapter 10. Goal-setting Theory: Edwin Locke and Gary Latham 159
Chapter 11. Attribution Theory—Managerial Perceptions of the Poor Performing
Subordinate: Terence Mitchell and Stephen Green 184
PART III. THEORIES OF LEADERSHIP
Chapter 12. Normative Decision Process Theory: Victor Vroom, Philip Yetton,
and Arthur Jago 207
Chapter 13. Contingency Theory of Leadership: Fred Fiedler 232
Chapter 14. Vertical Dyad Linkage and Leader–Member Exchange Theory:
George Graen 256
Chapter 15. Information Processing Theory of Leadership: Robert Lord 280
Chapter 16. Substitutes for Leadership: Steven Kerr 300
Chapter 17. Role Motivation Theory: John Miner 319
Chapter 18. Charismatic Leadership Theory: Robert House 337
Chapter 19. Transformational Leadership Theory: Bernard Bass 361
Name Index 387
Subject Index 400
vii
LIST OF TABLES AND FIGURES
TABLES
3.1 Methods Used to Create Leadership Climates 40
4.1 Development of the Power Motive and Managerial Performance 51
4.2 Relationships Between Socialized Power and Promotion Among Non-technical
Managers 56
5.1 Pre- and Post-Measures of Job Satisfaction for Job Enrichment Projects 68
6.1 Correlation Between Motivating Potential Score and Outcome Variables
Moderated by Growth Need Strength and Context Satisfactions 86
7.1 Percentage of Those with Various Instrumental Perceptions Who Are High Performers 102
7.2 Multiple Correlations for Seven Outcomes of Effort–Reward Probabilities Alone
and in Combination with Value of Reward (Valence) as Predictors of
Job Effort and Performance 104
8.1 Strategies for Shaping and Modeling 121
9.1 Possible Inputs to and Outcomes from an Employment Exchange 136
9.2 The Amount of Inequity Experienced Under Various Input and Outcome Conditions 137
9.3 Errors Detected per Page and Number of Pages Proofed Under Varying Conditions
of Equity 142
11.1 Managerial Attributions Regarding Poor Group and Individual Performance
Hypothesized from Theory at Link #1 of the Attributional Model 192
11.2 Significant Correlations Between Attributions for Performance and Corrective
Actions Recommended 197
12.1 Feasible Sets of Leader Behaviors for Each of Fourteen Group Problem Types 212
12.2 Correlations Between Aspects of the Problem Situation and the Degree of
Participativeness of the Reported Leader Behavior 218
12.3 Validity Evidence from Six Studies Representing Normative Tests 220
13.1 Fiedler’s Early Classification of Interactive Task Groups 236
13.2 Contingency Theory Variables, Level of Analysis, Measures Used, and Sources
of Data 242
14.1 Normative Model for the Development of Dyadic Career Realities 260
14.2 Relationships Between LMX and Outcome Variables 268
14.3 The Development of Dansereau’s Dyadic Approach to Leadership 272
15.1 Comparison and Evaluation of Information Processing Models 284
15.2 Potential Means That Can Be Used by Executives to Influence Organizational
Performance 288
16.1 Neutralization Effects of Substitutes for Leadership on Two Types of Leader
Behavior 303
16.2 Effects of Various Organizational Characteristics on Members’ Task-relevant
Information and Motivation in Mechanistic and Organic Organizations 305
ix
