(BQ) Part 2 book "The leadership experience" has contents: Motivation and empowerment, leadership communication, leadership communication, developing leadership diversity, leadership power and influence, creating vision and strategic direction, shaping culture and values, leading change. | PART 4 The Leader as a Relationship Builder Chapter 8 Motivation and Empowerment Chapter 9 Leadership Communication Chapter 10 Leading Teams Chapter 11 Developing Leadership Diversity Chapter 12 Getty Images Leadership Power and Influence Chapter 8 Your Leadership Challenge Chapter Outline After reading this chapter, you should be able to: 226 229 234 239 242 • Recognize and apply the difference between intrinsic and extrinsic rewards. • Motivate others by meeting their higher-level needs. • Apply needs-based theories of motivation. • Implement individual and systemwide rewards. • Avoid the disadvantages of “carrot-and-stick” motivation. • Implement empowerment by providing the five elements of information, knowledge, discretion, meaning, and rewards. Leadership and Motivation Needs-Based Theories of Motivation Other Motivation Theories The Carrot-and-Stick Controversy Empowering People to Meet Higher Needs 246 Organizationwide Motivational Programs In the Lead 232 Daniel R. DiMicco, Nucor 237 Project Match, Pathways to Rewards 242 Blackmer/Dover Inc. 243 Melvin Wilson, Mississippi Power 248 Medical Center of Plano Leader’s Self-Insight 232 Are Your Needs Met? 238 Your Approach to Motivating Others 247 Are You Empowered? Leader’s Bookshelf 249 The One Thing You Need to Know . . . About Great Managing, Great Leading, and Sustained Individual Success Leadership at Work 252 Should, Need, Like, Love Leadership Development: Cases for Analysis 254 The Parlor 255 Cub Scout Pack 81 224 Motivation and Empowerment Not so long ago, Kwik-Fit Financial Services was struggling. Morale at the Lanarkshire, Scotland-based insurance intermediary was dismal. People didn’t want to come to work, and most of those who showed up at the call center found it hard to slog through the day. The company was having a hard time recruiting workers to make up for a 52 percent staff turnover rate, and top managers had doubts about the firm’s future profitability. Managing .
