Behavioral influences are very crucial in leadership since they impact the work environment. There is an increased focus to improve the pro-environmental behavior, attitudes, and habits of individuals, whether at school, home, shopping, or at the place of work (Sage Reference, n.d., p. 1). The issue of workplace behavior has become increasingly significant due to the implementation of the CSR, dubbed corporate social responsibility, and organizational sustainability strategies by the organizations. Sustainable strategies and CSR may improve an organization’s environmental performance, particularly when the employees are involved. Behavioral influences have a significant impact on the behavior of the employees. This may then be used to assess employee implications in terms of satisfaction, motivation, and productivity.
Using Behavioral Influences to Assess Employee Motivation, Satisfaction and Productivity
Changing a person’s behavior is a challenge. As a result, motivating others to embrace a particular change is not easy. However, this is one of the roles of the manager; that is, to help workers change their behavior. As advanced by Fred Fielder in the 1960s, Contingency theory’s main idea is based on the effectiveness of leadership (Sage Reference, n.d., p. 1). This effectiveness is dependent on two factors. They are the task of the leader and the aspects of the given situation. The LPC, dubbed as the Least Preferred Coworker, the scale is used to measure the leader’s task (Sage Reference, n.d., p. 2). The scale involves asking the leader to recall a coworker, both previous and current, and characterize him/her based on an 8-point series of bipolar adjectives (for example, distant-cold).
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Therefore, the LPC scale will be useful in assessing various aspects of the employees. Such elements include employee satisfaction, motivation, and productivity, among others. For example, a least preferred coworker will have more positive descriptions; and in the LPC scale, the scores will be high. On the other hand, a low LPC score will indicate negative perceptions of the coworker. According to Fielder, a coworker with a high LPC score may be motivated to carry on with harmonious social relationships. However, a coworker with a low LPC score may be focused on accomplishing tasks.
References
Sage Reference. (n.d.). Contingency Theories of Leadership. Encyclopedia of Group Processes and Intergroup Relations
