How many leadership theories and motivation theories are there in management?

(I), leadership characteristics theory (Trait theories)

1, the traditional characteristics theory

2, modern characteristics theory

3, charismatic leadership (Charismatic leadership)

4, managerial competencies ( Managerial competencies)

5, the art of leadership (Romance of leadership)

(2), leadership style theory (Style theories)

1, Llewellyn's theory of the type of leadership style

2, Likert's four management styles

(3) Leadership Behavior Theories

1, University of Michigan Leadership Behavior Study

2, Ohio University Leadership Behavior Study

3, Management Square Diagram

4, Caring/Initiative Model

5, Task/Relationship-Oriented Behavior

(4) Leadership Power Change Theories

1 Authoritarian-Democratic Continuum Model

2, Fiedler Model

3, Leadership Participation Model

4, Cognitive Resource Theory

5, Goal-Access Theory

6, Conventional Decision Making Model

7, Leader-Member Exchange Theory

8, Vertical Pairing Belt/Leader-Member Exchange Theory

9, Implicit Leadership Model

10, Leadership Life Cycle Theory

(E), New Trends in Leadership Theory Research

1, Leadership Attribution Theory

2, Leadership Charisma Theory

3, Processing and Transformational Leadership Theory

4, Transcendent Leadership Theory

5, Visionary Leadership

6. E-leadership

7. Leadership Creative Crowd

8. Cross-cultural Leadership

9. Leadership Ethics

2. Motivation Theory

1. Maslow's Hierarchy of Needs Theory

Fully affirms that human beings pursue their own material and spiritual needs, which reflects the basic laws of human activity and market economy. It reflects the basic law of human activities and the operation of the market economy.

Revelation: management incentives toward the development of two directions, one since the material needs of people is the most basic, then we need to study how a certain need to form people's interests, and how the interests of the "particularly strong and relatively long-lasting fulfillment of a certain need" (Ottawa-Sikh, 1984). Figuring out the relationship between needs and interests can reveal the underlying motives and enduring dynamics that govern people's behavior. The second is that since people have multiple needs, motivation should not be based only on material needs, but should be based on multiple needs, especially on spiritual needs to stimulate people's intrinsic motivation to realize self-worth.

2. Herzberg's two-factor theory

Hertzberg from dissatisfaction to the absence of dissatisfaction is called the health care factors, they are and the work environment associated with the extrinsic factors; and in the satisfaction and the absence of satisfaction in the continuum of the type of factors known as the incentive factors, they are and the content of the work of the intrinsic factors associated with. Herzberg sees the process of motivating an employee as a two-step process: first, managers should ensure that the health factors are appropriate, i.e., that there is adequate income and security. Secondly, managers should create opportunities to provide motivational factors for the worker, such as the ability to achieve and recognition.

Evaluation: the main flaws of Herzberg's two-factor theory are shown

①The research methodology used by Herzberg has some limitations. People tend to attribute satisfaction to themselves and dissatisfaction to external factors.

② The reliability of Herzberg's research methodology is questionable; the evaluator has to interpret, but there is a risk that they may interpret two similar responses differently, thus adulterating the findings with bias.

3) Lack of universally applicable satisfaction evaluation criteria. A person may not like a part of his job, but he still finds it acceptable.

④The two-factor theory has a degree of inconsistency with its conclusions and it ignores environmental variables.

5 Herzberg believes that there is a relationship between satisfaction and productivity, but the research methodology he uses only examines satisfaction and does not address productivity. In order to make this study more valid, one must assume that the relationship between productivity and satisfaction is very close.

3. Alderfer's ERG Theory

E.R.G (Existense, Relatedness, Growth) stands for the words Existence, Relationship, and Growth, respectively.ERG Theory assumes that motivational behaviors follow a certain hierarchical level, which is similar to Maslow's theory, but there are two important differences between the two: First, ERG The first is that ERG theory assumes that multiple levels of needs can be simultaneously motivating at any given time; the second is that ERG theory explicitly proposes the concept of "discouragement regression", which suggests that if a higher level of need is not satisfied for a long time, the person will feel discouraged and then go back to pursuing the lower level.

4.David McClelland's (MeClelland, D.C.) Theory of Achievement Needs

There is a relationship between individuals and their environment that creates needs. Human beings develop three basic needs under the influence of the environment, namely the need for achievement, the need for power and the need for belonging.

The relationship between the need for belonging, the need for power and the success of management: the best managers have a high need for power and a low need for belonging, in other words, they care only about the power, not the organization itself, as long as they can get the power of the place is a good place for them, so that the management will not be successful; there is a need for belonging, but not the need for power, it is impossible to participate in the management of the success of the success of the impossible to say; The real success of management should not only have a need for power, but also a need for belonging.

5. Entrepreneurial Needs Theory of Weiner, Rubin and Peyton

Mainly from the assumptions of entrepreneurial motivation and needs to follow the traditional research methods of organizational behavior. It is believed that the design of entrepreneurial behavior incentives and constraints to meet the reasonable needs of entrepreneurs as a prerequisite for entrepreneurs to meet the needs of entrepreneurs can be driven (induced, incentives) entrepreneurs toward the goals of the enterprise organization and efforts.

Through their research, Weiner and Rubin believe that the need for achievement, the need for power and the need for belonging have different forms of expression. On the one hand, power needs and attribution needs are needs that tend to be interpersonal, where individuals motivated by power needs or attribution needs can influence and control others, or make friends with others. On the other hand, achievement needs are more internalized needs. An individual motivated by an achievement need may need the help of others to fulfill his achievement needs, but his actual interactions with others are determined by other needs. Thus, they propose that achievement needs are primarily concerned with determining non-interpersonal behaviors that will lead to high firm performance. The need for power and the need for belonging, on the other hand, are of great significance as determinants of management style.

6. Frum's Expectancy Theory

Individuals base their actions on the expectation that efforts will produce results that are attractive. Therefore, the organization can set certain goals for individual needs to trigger people's behavioral motivation, but this incentive is affected by two factors: one is the goal efficacy, refers to the person's judgment of the value of the goal, that is, if the achievement of the goal is very valuable to someone, his motivation will be high, and vice versa will be low; the second is the expectation value, refers to the estimation of the likelihood of achieving the goal, that is, if a person feels that to achieve the goal possibility is high, they will strive for it and the motivational power will be high, and vice versa, it will be small or even not at all.

In Frum's view, both goal potency and expectancy are subjective and are variables, and motivational power is a combination of these variables. They can be identified in their initial state or examined in a dynamic process. Different people evaluate the same goal and evaluate themselves differently. If the difficulty of achieving a goal is overestimated or underestimated, and if one is too pessimistic or optimistic in estimating one's own abilities and circumstances, after a period of practice, people will automatically make corrections and reevaluate.

Frum's theory is quite profound. He extends the study of motivation from the objective to the subjective, and leads from extrinsic to intrinsic motivational factors, and the mechanism of motivation and its complexity are more fully explained.

7. Adams's Equity Theory

Whether reward as a part of motivation can play a role in motivation does not depend on the reward itself, but on people's comparative understanding of this reward. People will first consider their own income and pay the ratio, and then will also compare their own ratio with the ratio of relevant others, if the ratio is equal, people feel fair, and therefore comfortable, high motivation; on the contrary, there will be a sense of unfairness, and through the negative behavior to correct the unfairness. Therefore, motivation should pay attention to fairness.

Adams' research opened up a new field of management theory of incentives, that is, from incentives to meet the needs of individuals to expand the direct correspondence to the relationship between people and others to meet the needs of the research model of incentive theory from relatively closed to open. Motivation should not only consider the satisfaction of individual needs, but also more to consider the coordination of interests between each other.

Adams' proposal of "fairness" is very valuable, but his understanding of the reasons for the formation of the sense of fairness needs to be further deepened, for example, in the process of comparison, how to choose the reference object; in the asymmetric conditions of information, an individual can only grasp part of the relevant information about the reference object he or she observes, and incomplete information brings about the "comparison". Under the condition of information asymmetry, an individual can only have part of the information about the reference object that he or she observes, and the "comparison" brought by incomplete information should also be incomplete in terms of the feeling of fairness; how to define and measure one's own contribution and gain, etc.

8. Porter's and Lawler's comprehensive incentive model

A person's level of effort is determined by the value of the reward for the work and the probability that the individual feels that he or she may be rewarded for the effort, and a person's work performance depends mainly on the level of effort, but also on the individual's ability, the individual's "role perception" (i.e., the perception of the role of the individual). It also depends on the individual's ability, the individual's "role perception" (i.e., the perception of one's work direction and norms), and the constraints of the environment in which one finds oneself. A person's satisfaction depends on the consistency of the remuneration received with what the person believes he or she should be paid, with the former being greater than or equal to the latter, which increases personal satisfaction, and vice versa. At the same time the level of satisfaction one finally receives will in turn influence subsequent value judgments. In addition, a person to make the performance, on the one hand, directly affects his self-perceived deserved compensation, on the other hand, will also affect the future expectations of the work.

Job performance is influenced by effort, personal competence, role perception and environment, and most seriously, performance affects subsequent job judgment.

9. Ross's Attribution Theory

Individuals observe behavior and subsequently attribute reasons for that behavior. There are 3 main areas of research in attribution theory: attribution of people's mental activity, attribution of people's behavior, and prediction of future behavior. Trajectory control is an understanding of whether the outcomes created by people's behavior are controlled by external, or internal, factors.

Ross's theory clearly articulates that different attributions directly affect people's attitudes and motivation, which in turn affects the ensuing behavioral outcomes. Attributions of past success or failure affect expectations for the future and persistence in effort, especially for those who take on challenging work, and if they can correctly analyze the reasons for their behavior, they can enhance their persistence, increase their motivation levels, and contribute to achievement behaviors.

10.Skinner's Reinforcement Theory

A behavior tends to be repeated if the result of the behavior is rewarded; on the contrary, a behavior incurs the consequence of punishment, the behavior will be less repeated. Thus, Skinner believed that behavior is a function of its outcome.