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. It is one of three core motivational drivers identified by McClelland. High performing leaders score in the healthy range of Power – neither overly strong nor weak. People and Group.

Motivation 100

Motivation Leadership McClelland Long-term 100

Harvard Business Review

OCTOBER 20, 2015

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. But, as David McClelland pointed out, the need for power is very human. Further Reading. Add to Cart.

McClelland 8

McClelland Management Emotional Intelligence Self-aware 8

Harvard Business Review

JULY 1, 2014

David McClelland points out that both emotionally intelligent leaders and their egocentric counterparts tend to be motivated by power; they enjoy having an impact on others.The difference is in the type of power driving them: Egocentric leaders tend to be concerned only with personalized power – power that gets them ahead.

Co-Opetition 10

Co-Opetition McClelland Leadership Emotional Intelligence 10