The Empowered Buisness

JULY 14, 2015

Yet companies continue to invest in skills development only to be disappointed by little or no difference in performance. They want to pay more attention to a long term, rather than short term, view. In the context of MAPs assessment, the Power pattern reflects to what extent a leader wants to be in charge.

Motivation 100

Motivation Leadership McClelland Long-term 100

Harvard Business Review

JULY 1, 2014

Altrocentric leaders will be capable of long-term vision encompassing both global and local perspectives. Altrocentric leaders, on the other hand, derive power from motivating, not controlling, others. Organizations need to develop leaders who are motivated by altrocentric leadership.

Co-Opetition 10

Co-Opetition McClelland Leadership Emotional Intelligence 10

Harvard Business Review

OCTOBER 20, 2015

You’re focused on achieving your goals and getting results… but before long, you’ve got problems. The late, great scholar David McClelland studied three human needs, or motivators that are profoundly important when it comes to managing people: the need for achievement, the need for power, and the need for affiliation.

McClelland 8

McClelland Management Emotional Intelligence Self-aware 8