PMGM7001 Chap.6 Motivation, Extra-Role Behaviour and Leading by Heart
Motivation, Extra-Role Behaviour and Leading by Heart
What motivation is
The lecture defines motivation as the psychological forces within a person that determine the direction of behaviour, the intensity of effort and persistence. It calls motivation personal and systemic, and identifies a global trend: good employers invest in people to get them to do the extras.
This topic reverses the course's usual order, starting with the case and working back to the concepts.
The supermarket case
The case is a London supermarket whose owner replaced a command-and-control style with what the case calls a heart-centred approach: being genuinely yourself and letting others be genuinely themselves.
The lecture links it to positive psychology and to psychological safety, built by framing work as learning, admitting fallibility and modelling curiosity. A coaching programme mentored about a third of the staff, a head coach replaced the store manager, and non-management staff took charge of change and promotions.
The case reports sales growth and longer service than a nearby control store, though the comparison is a single pair of stores.
Extra-role behaviour
The lecture separates in-role performance, prescribed by the job and relatively easy to manage, from extra-role performance, which is discretionary, not formally rewarded and hard to manage.
Organisational citizenship behaviour, in Organ's definition, promotes the organisation's effectiveness in aggregate. The lecture warns that an organisation relying only on prescribed behaviour is fragile, and that treating citizenship as a route to promotion can make it vanish after promotion.
Empowerment
The lecture's main tool is empowerment, which means self-determination, meaning, competence and influence.
Leaders produce it by creating meaningful work, encouraging participation, expressing confidence, removing obstacles and freeing people from bureaucratic constraints. Its cartoon makes the point that policies speak louder than posters.
What this chapter covers
- 01
Direction, intensity and persistence
- 02
Why this topic starts with the case
- 03
Leading with the head and with the heart
- 04
Positive psychology and psychological safety
- 05
What the supermarket actually did
- 06
In-role and extra-role performance
- 07
Organisational citizenship behaviour and reward
- 08
Five empowering leader behaviours
- 09
Alignment and cultural fit
Worked example · free
Motivate the extras without paying for them
- 2Classify the target behaviour.
- 3Use the promotion evidence to evaluate the bonus.
- 3Propose empowering leader behaviours instead.
Key terms
- Extra-role Performance
- Behaviour not prescribed by the job, dealing with its social-psychological core, which is valuable but hard to manage or reward directly.
- Organisational Citizenship Behaviour
- Discretionary behaviour, not formally recognised by the reward system, that in aggregate promotes the efficiency and effectiveness of the organisation.
- Psychological Safety
- A belief held across a team that interpersonal risks are safe to take, built by treating work as learning, admitting fallibility and modelling curiosity.
- Empowerment
- A psychological state of self-determination, meaning, competence and influence, produced by what leaders do rather than by what they announce.
- Emotional Contagion
- The tendency to mimic and synchronise others' expressions, voices and postures and so to converge emotionally with them.
- Quiet Quitting
- Doing one's job but no longer going above and beyond it, which the lecture presents as the withdrawal of extra-role effort.
Motivation, Extra-Role Behaviour and Leading by Heart FAQ
What does leading by heart actually involve?
In the case it means being authentic and letting others be themselves, investing in people's potential, creating emotional safety before changing processes, coaching rather than directing, and giving staff real authority, such as a team of non-managers responsible for change and promotions. It is disciplined practice, not simply kindness.
Is the supermarket's success proof that the approach works?
It is suggestive. The case compares one store with one nearby control store, has no baseline taken before the programme, and draws its figures from the owner, whose organisation promotes the approach. It supports the claim that the store improved while the control declined, not a general causal claim.
Why would rewarding good citizenship reduce it?
Because a reward can change why people do it. A promotion study the lecture cites found that employees who saw citizenship as a route to promotion reduced it most after they were promoted, so the behaviour depended on the reward and disappeared with it.
Will this approach work in every culture?
The lecture doubts it. It notes that wider national contexts may not accommodate the approach and that organisations may need people who fit at the deep level, and it stresses that vision, capabilities, culture, systems and structure must be aligned for the approach to hold.
Assessment move
For each of the lecture's success examples from the supermarket, write which extra-role category it belongs to and which leader behaviour made it possible. A two-column table of that kind is the analytical core of paper topic three and takes less than half an hour.
Working through Motivation, Extra-Role Behaviour and Leading by Heart in PMGM7001? Sia is AskSia’s AI Management tutor — ask any PMGM7001 Motivation, Extra-Role Behaviour and Leading by Heart question and get a clear, step-by-step explanation grounded in how PMGM7001 is taught and assessed. Read this chapter free, then take your hardest questions to Sia.
