The Empowered Buisness

JULY 14, 2015

You could gain access to the underlying motivators that drive a leader or employee to do their best work? It’s called motivational profiling. Your underlying (and often unconscious) attitudes and motivations determine what you pay attention to and focus on in your leadership role. Dominant motivation driver.

Motivation 100

Motivation Leadership McClelland Long-term 100

Kevin Eikenberry

NOVEMBER 30, 2010

John teaches men and women to achieve positive results by focusing on communication, influence, motivation and supervision. Then curiously, likely on the advise of legal counsel, he pulled back and seemed unable to manage the crisis. McClelland was a general without any sense of timing or engagement. He even went to Houma, La.,

Crisis 181

Crisis McClelland Advice Blog 181

Harvard Business Review

OCTOBER 20, 2015

Now, you’re going to be managing a team of high-performers in a division of your company that everyone’s buzzing about. I’m not sure they even really need a manager, they’re that good and that motivated.” Managing Yourself Book. Let’s look at each motivator in turn.

McClelland 8

McClelland Management Emotional Intelligence Self-aware 8

Great Leadership By Dan

AUGUST 6, 2020

Starting in the 1960s, the late Harvard psychologist David McClelland and a group of researchers wanted to understand great leadership and why it matters. Rather, they possessed a unique motivational profile - a very pronounced need for power or influence. McClelland called these qualities ‘socialized’ power.

McClelland 338

McClelland Leadership Letter Maturity 338

Harvard Business Review

JULY 1, 2014

But hierarchies are flattening as power moves away from top internal management and toward employees and a proliferation of external stakeholders. Leaders motivated by power over others will not thrive in this new world. Altrocentric leaders, on the other hand, derive power from motivating, not controlling, others.

Co-Opetition 10

Co-Opetition McClelland Leadership Emotional Intelligence 10

Harvard Business Review

JANUARY 16, 2015

For example, Gerald Biberman’s research found that those who engage in office politics are more likely to have an internal locus of control — they believe they can influence people and outcomes, which motivates them to get into the mix and try to get things done through others.

Politics 8

Politics Influence McClelland Emotional Intelligence 8

N2Growth Blog

MAY 17, 2010

When I ran the Talent Management division of a large global consulting firm after I left GE, I realized that these consultants were working from concepts that were academic vs. real life. Unless you've actually been in the shoes of your clients, I don't think you have a right to advise them. the hard work of being a leader 2.

Blog 293

Blog Leadership Consultative Follow-up 293