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| Theory of needs: David McClelland
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| Introduction |
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McClelland's approach is not particularly associated with a theoretical perspective, but identifies three needs important in the workplace. Unlike Maslow, McClelland did not differentiate between any certain transition among the needs. He indicates that some people have higher levels of one need than others.
Need for achievement (NAch): The drive to excel, to achieve in relation
to a set of standards, to strive to succeed.
Need for power (NPower): The need to make others behave in a way
that they would not have behaved otherwise.
Need for affiliation (NAff): The desire for friendly and close
interpersonal relationships.
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| Power Needs |
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Power stories reflect influencing others, defeating an opponent or competitor, winning and argument, or attaining a position of greater authority. Persons with low need for power may lack the assertiveness and self confidence necessary to organize and direct group activities effectively.
A high need for power may be expressed as "personalized power" or "socialized power." People with high personalized power may have little inhibition or self control, and they exercise power impulsively. Correlated with this are tendencies to be rude, excessive use of alcohol, sexual harassment, and collecting symbols of power (e.g., big offices, desks, fancy cars, etc.).
Socialized power need is most often associated with effective leadership. These leaders direct their power in socially positive ways that benefit others and the organization rather than only contributing to the leader's status and gain. They seek power because it is through power that tasks are accomplished
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| Achivement Needs |
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Achievement is reflected in stories about attaining challenging goals, setting new records, successful completion of difficult tasks, and doing something not done before.
High need achievers prefer a job in which success depends on effort and ability rather than on chance and factors beyond their control (locus of control). They prefer tasks that enable them to exercise their skills and initiation in problem solving. They want frequent and specific feedback about performance so they can enjoy the experience of making progress toward objectives
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Affiliation Needs |
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Affiliation themes are revealed in stories about establishing or restoring close and friendly relationships, joining groups, participating in pleasant social activities, and enjoying shared activities with family or friends. It reflects behaviors toward others that are cooperative, supportive, and friendly and which value belonging and conformity to the group
A person low in affiliation tends to be a loner who is uncomfortable socializing with others except for a few close friends or family (introversion?).They may lack motivation or energy to maintain high social contacts in networking, group presentations, public relations, and building close personal relations with peers and subordinates so necessary for most managers.
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Comparison |
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Avoidance |
Approach |
| Achivement |
Fears failure |
Must win at any cost |
| Avoids resposibility,risk, and action |
Must be on top and receive all credit |
| Affilation |
Remain aloof |
Demands blind loyality and harmony |
| Maintain social distance |
Not tolerate disagreement |
| Power |
Dependent and subordinate |
Contrl everyone and everything |
| Minimize position and resources |
Exaggerates own position and resources |
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