Deep Motivations, Not Competencies, Drive Leadership Performance

The Empowered Buisness

Yet companies continue to invest in skills development only to be disappointed by little or no difference in performance. Power. In the context of MAPs assessment, the Power pattern reflects to what extent a leader wants to be in charge. 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. What if….

Shifting from Star Performer to Star Manager

Harvard Business Review

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. You set challenging goals for yourself, then you align all your personal resources so you can meet and even exceed your expectations. And sometimes you have to make tough business decisions that can strain personal relationships. Need for Power.

Leadership Is About to Get More Uncomfortable

Harvard Business Review

Among our findings is that leadership in the future will involve increased personal and business-level discomfort. The combination of digitization with globalization and consumer demands for personalized products will complicate the usual processes and relationships. But possibly the biggest adjustment for leaders of today is a power shift that is requiring major changes to how they think and work. Leaders motivated by power over others will not thrive in this new world.