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;Leader reward and punishment behaviors involve providing desirable outcomes (positive reinforcers) for followers when their behavior helps achieve organizational goals and providing aversive outcomes (punishment) or removing desirable outcomes when their behavior hinders achievement of these goals.
Rewards and punishments may be tangible (a raise or a demotion) or intangible (a compliment or expressing disappointment for low performance).;Law of Effect;Pleasant job
Recommendations for awards
Compliments on performance
Salary or wage increase
High performance evaluation
Informing the boss about outstanding performance
;Verbal reprimand
Unpleasant job assignment
Reduced privileges
Fines for rule violation
Low performance evaluation
Extra work
;
What situations have you experienced in which leader’s reward behavior was needed?;;;To be effective, rewards must be
contingent upon a follower’s behavior.;Examples of What Is Hoped For versus What Often Gets Rewarded;Traits
Preference for making their own decisions and taking responsibility for those decisions
These leaders are often inclined to use rewards to influence followers.
Self-confidence by the leader
Self-confidence allows leaders to act based on their own assessments of situations. They actively monitor followers’ behavior and performance and use the information they obtain to effectively reward or punish followers.
;
Skills
?
Accurately monitoring and measuring followers’ performance
Accuracy is necessary in order to provide rewards contingently.
;?Reward power
The leader controls important tangible rewards such as bonuses or promotions
?Coercive power
The leader has control over important punishments such as demotion or termination
?Legitimate power
A high-level position in an organization that can be used to influence followers
?Connection/resource power
When leaders cultivate contacts with high-level managers, they can sometimes obtain resources they can use to reward followers.
;Rewards punish
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