CO2

NOVEMBER 27, 2023

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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McClelland Maslow Team Leadership 78

CO2

FEBRUARY 19, 2013

McClelland’s Need Theory. Authority/Power Motivation (nPOW) - Individuals with a need for authority and power desire to influence others, but do not demonstrate a need to simply have control. This particular condition is called Frustration-Regression (Redman 2010). Stuart-Kotze, 2009). Which Model Serves You Best?

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McClelland Maslow Motivation Benchmarking 110

Engaging Leader

FEBRUARY 18, 2014

For decades, video games had demonstrated phenomenal power in engaging the focus of people of all ages. Now, businesses were using gamification, which we define as game-inspired tactics to engage people, often with similarly powerful results. However, the […].

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McClelland Arkes Business Objectives Maslow 159

The Office Blend Blog

JANUARY 28, 2019

Ambition — for better or worse — is a trait that is often associated with the need for power, rather than that of achievement. You can see McClelland’s work here ). Her ambition was portrayed as ending in powerful loss. It’s definition should be broadened to include not only power, but progress.

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McClelland Learning-by-Doing CEO Crisis 40

The Empowered Buisness

JULY 14, 2015

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. Too high and the leader becomes domineering.

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Motivation Leadership McClelland Long-term 100

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.

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McClelland Leadership Letter Maturity 338

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. Need for Power. But, as David McClelland pointed out, the need for power is very human.

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McClelland Management Emotional Intelligence Self-aware 8