Mgmt 331 Leader Reward Behavior Research Paper

Leader Rewards and Punishment Behavior
Brandon G. Jennings
MGMT 331
D001
April 12, 2014

Understanding leader reward and punishment behavior is something that needs to be understood at both the leader and follower levels. Leaders need to understand the significant impact that punishments and rewards given can have on an organization and its followers. The three most interesting aspects of chapter 7 involving punishment and reward behaviors were contingent, ineffective, and skills needed for rewards and punishment behaviors. (Howell, 2006) Contingent leader reward and punishment behavior is an quality of the leadership system that needs to be followed consistently. Instilling in followers to understand that the reward or punishment they’re receiving is a direct reflection of their behavior is important in order to continuously increase performance or fix behavior deficiencies in the workplace. (Howell, 2006) Focusing followers on this system majority of the time will allow them to remain alert on the goals aligned in
the organization, and what specific behaviors are acceptable. Leaders aligning themselves and followers with the code of conduct in the organization can enhance their abilities to lead because followers are pre-disciplined and leaders can focus on other tasks like goals needed to accomplish and direct the organization. (Howell, 2006) Staying consistent in rewarding followers who deserve merit and disciplining those who break rules are paramount for quality assurance, and can be the backbone to steady performance. This contingent system is perfect if used correctly in maintaining organizational structure and order. Ineffective rewards and punishment is an area where leaders should strive to stay away from at all costs.
The only way rewards and punishments are effective are when they cause a reaction from followers to enhance the great performance they’re displaying or correct conduct that’s frowned upon from their leader. Passing out rewards or punishments that are not worth anything to the follower can have adverse effects and potentially turn a decent performer negligent in the organization. Providing contingency on follower’s performance is a key way to minimize the chances of awarding rewards and punishments that are ineffective or causing some sort of detrimental effect on followers. (Howell, 2006) As a leaders this interesting concept can help me to learn what motivates and corrects my followers so I can steer away from avenues of rewards or punishment that has no effect on their behaviors or
performance. Research has proven that leaders are developed and not born, like behavioral traits, skills, and sources of power to help with rewarding punishment and awards effectively. (Howell, 2006) Experience in the organization is the best factor in understanding what skills are needed to reward and punish effectively in the workplace. Experience in the use of performance evaluations, exposure to previous leaders, and resource/connection power are a few examples of what skills in leader and reward punishment can be paramount to the success of the system. (Howell, 2006) Understanding how the system works, effects followers, and can be utilize to help in the role of a leader are all ways that leaders should thoroughly understand and explain to followers to help develop themselves as leaders and functionaries in the work environment. (Howell, 2006) The three aspects of contingent, ineffective, and skills are all beneficial in leader positions when utilized like designed. I would personally use these characteristics to help achieve overall success in the organization by remaining consistent and diligent in all angles of my leadership position in the workplace. These interesting concepts of chapter 7 are paramount in staying proficient as a leader and are sure to help in all leadership positions present and future.

References

Howell, J.P. (2006). Understanding Behaviors for Effective Leadership. New Jersey: Pearson Education.