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Understanding Team Needs in Leadership: A Guide to Need Theories


McClelland’s Need Theory: A Tool for Effective Leadership McClelland’s Need Theory, known for its empirical backing, categorizes needs into Achievement, Authority/Power, and Affiliation. This particular condition is called Frustration-Regression (Redman 2010). You considering both your and your team’s needs.

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What Are Your Needs?


McClelland’s Need Theory. Because of its empirical nature, McClelland’s Needs Model has gathered greater acceptance from those who value quantitative support than the other two theories. This particular condition is called Frustration-Regression (Redman 2010). Which Model Serves You Best?


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0619 | Jean-Philippe Vergne


His ongoing research on the global arms industry received the inaugural Grigor McClelland Doctoral Dissertation Award in 2011. He is an assistant professor of strategy at the Richard Ivey School of Business at the University of Western Ontario. In this interview, we discuss how pirates and misfits preserve the spirit of capitalism.

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GC24: Killer Gamification: Engaging for Impact

Engaging Leader

In this episode, Jesse discusses: Discovery of the 300+ human needs by Harvard psychologist Henry Murray Organization and prioritization of the 300 needs by Murray’s student, Abraham Maslow (the famous Hierarchy of Needs pyramid) Discovery of the huge importance of the Three Needs by Maslow’s student, David McClelland The “Killer Confusion” and “Killer (..)

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Why We Shy Away From Ambition

The Office Blend Blog

You can see McClelland’s work here ). Yet, it is just as likely that you entertained negative thoughts or even recoiled. Ambition — for better or worse — is a trait that is often associated with the need for power, rather than that of achievement. Why ambition is viewed in this manner begins with philosophical discourse.

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The Leader's Role in Crisis - a Guest Post from John Baldoni

Kevin Eikenberry

McClelland was a general without any sense of timing or engagement. George McClellan, commander of Union forces was an officer who prided himself on preparation and drill. Trouble was he was reluctant to put his well-drilled forces into action. He hung back when he should have attacked and he failed to pursue when he should have pursued.

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Deep Motivations, Not Competencies, Drive Leadership Performance

The Empowered Buisness

It is one of three core motivational drivers identified by McClelland. In the context of MAPs assessment, the Power pattern reflects to what extent a leader wants to be in charge. The other two motivation drivers are Affiliation and Achievement. High performing leaders score in the healthy range of Power – neither overly strong nor weak.