Based on the information contained in the Lombardi and Yukl readings, write and post a brief summary of the leader behavior and organizational conditions that you think are most important to support high-performance, high-engagement, high-empowerment work climates. Your summary should be from ½ to 1 page long (single-spaced, 12-point font).

Book- Gary Lukl Leadership in Organizations 8th edition

Employee Motivation and Engagement

The traditional way to look at employee motivation is through an historical, comparative examination of the various theories of motivation. Although there is value in that, we are taking a slightly different route, visiting some of the different ways of describing how one’s inner experience of work affects performance and engagement and, ultimately, a number of important organizational outcomes.[1] The readings and videos use somewhat different definitions and terminology, but each provides an interesting and fresh perspective for understanding the relationship between people and work. In essence, whatever the theory, the individual’s sense of purpose and perceptions of how he/she is valued and regarded appear to be key. Here, we are in the world of “murky,” complex, below full-conscious awareness performance drivers: highly individually specific expectations, needs, wants, perceived input-output ratios and senses of safety, inclusion, and being valued.

A Positive Work Climate

A positive work climate is a high-performance climate in which most employees and managers are engaged. That is, they are “involved in, enthusiastic about and committed to their work and workplace.”[2] Or, as defined in the Lombardi reading, there is an “alignment of individual priorities, goals and desires with the needs of the organization in order to deliver business results.” [3] Key characteristics of a positive work climate include

being inclusive: all employees feel they are cared for, respected, and valued;

positive and cooperative interactions between co-workers;

a culture of excellent performance with clear accountability;

approachable leaders, with open communications between employees and managers;

ample opportunities for development and encouragement for employees to grow; and

valuing ideas based on their merits rather than on who expresses them.

The people who work in such climates feel involved, valued, and able to make meaningful contributions. They are capable, engaged and willing to respect and collaborate with their managers and team members. Shaping and maintaining this type of climate requires the full range of leadership roles and skills, with special emphasis on skills related to creating individual-organizational goal alignment and building high trust relationships. It also requires developing the task and interpersonal proficiencies of employees and dealing with factors that shape their sense of well-being and perceptions of climate.