Leadership & Human Behavior
Watch your thoughts; they become words.
Watch your words; they become actions.
Watch your actions; they become habits.
Watch your habits; they become character.
Watch your character; it becomes your destiny.
As a leader, you need to interact with your followers, peers, seniors, and others whose support you need to accomplish your objectives. To gain their support, you must be able to understand and motivate them. To understand and motivate people, you must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. These principles govern our behavior.
Maslow's Hierarchy of Needs
Human needs are an essential part of human nature. Values, beliefs, and customs differ from country to country and group to group, but all people have similar needs. As a leader, you must understand these needs because they are powerful motivators.
Abraham Maslow proposed that human needs are arranged in a hierarchical order (Maslow, 1954). He based his theory on healthy, creative people who utilized all their talents, potential, and capabilities. This approach differed from most other psychology research studies at that time, which were based on observing disturbed individuals.
There are two major groups of human needs: basic needs and meta needs.
Basic needs include physiological needs like food, water, and sleep, and psychological needs like affection, security, and self-esteem. These basic needs are also known as deficiency needs because individuals strive to fulfill them when lacking.
The higher needs are meta needs or being needs (growth needs). These encompass justice, goodness, beauty, order, unity, etc. Basic needs typically take precedence over growth needs. For instance, a person lacking food or water will not prioritize justice or beauty needs.
Maslow's Hierarchy of Needs:
1. Physiological - food, water, shelter, sex.
2. Safety - free from immediate danger.
3. Belongingness and love - belonging to a group, close friends to confide in.
4. Esteem - feeling of moving up in the world, recognition, few doubts about self.
5. Cognitive - learning for learning alone, contribute knowledge.
6. Aesthetic - at peace, curious about inner workings of all.
7. Self-actualization - knowing who you are, where you are going, and what you want to achieve. A state of well-being.
8. Self-transcendence - a level emphasizing visionary intuition, altruism, and unity consciousness.
Maslow posited that people continuously strive to meet various goals. Lower-level needs take precedence as immediate and urgent, serving as the source and direction of an individual's goals if not satisfied.
Understanding where a person falls within this hierarchy is crucial in determining effective motivators. Tailoring motivation based on an individual's needs and circumstances can significantly impact their performance and engagement.
Characteristics of Self-Actualizing People
- Have better perceptions of reality and are comfortable with it.
- Accept themselves and their own natures.
- Lack artificiality.
- Focus on problems outside themselves and are concerned with basic issues and eternal questions.
- Value privacy and tend to be detached.
- Rely on their own development and continued growth.
- Appreciate the basic pleasures of life.
- Feel a deep kinship with others.
- Possess strong ethical and moral standards.
- Show originality, inventiveness, and freshness.
Maslow's Hierarchy of Needs and Leadership
To contextualize Maslow's theory with leadership, a short audio MP3 file titled "Maslow and leadership" is included.
Transegoic
Transegoic refers to a higher, psychic, or spiritual level of development. It relates transcendence to the ego, as per Freud's work. Transitioning from pre-egoic levels to egoic levels to trans-egoic levels involves a progression towards self-actualization, a lifelong pursuit. Peak experiences represent temporary realizations of self-actualization.
Maslow later proposed that self-actualization extends to self-transcendence, leading to a spiritual level exemplified by figures like Gandhi, Mother Teresa, Dalai Lama, and poets such as Robert Frost. Self-transcendence acknowledges the human need for ethics, creativity, compassion, and spirituality, distinguishing us from mere animals or machines.
Peak experiences in self-transcendence are akin to spiritual creative moments, highlighting our capacity for profound connections and insights.
While Maslow's theory lacks extensive empirical validation, its enduring popularity stems from its humanistic approach. Despite criticisms of his methodology, Maslow viewed his work as a guiding framework for further exploration and hoped others would build upon his research.
Herzberg's Hygiene and Motivational Factors
Herzberg identified factors aligned with Maslow's Hierarchy of Needs, focusing on workplace dynamics:
*Hygiene or Dissatisfies:*
- Working conditions
- Policies and administrative practices
- Salary and Benefits
- Supervision
- Status
- Job security
- Co-workers
- Personal life
*Motivators or Satisfiers:*
- Recognition
- Achievement
- Advancement
- Growth
- Responsibility
- Job challenge
Herzberg emphasized that hygiene factors must be met before motivators can effectively stimulate employees. His framework underscores job-related needs distinct from Maslow's broader life needs perspective.
Expanding on Herzberg's model, "job enrichment" involves redesigning work to incorporate motivators, enhancing employee satisfaction and performance.
Theory X and Theory Y
Douglas McGregor's Theory X and Theory Y present contrasting views on human behavior in organizations:
*Theory X*
- Assumes people inherently dislike work and require coercion to achieve organizational goals.
- Emphasizes control and punishment to drive performance.
- Suggests individuals prefer direction over responsibility and lack ambition.
- Prioritizes security as a primary motivator.
*Theory Y*
- Views work as natural and rewarding.
- Believes individuals can self-direct if committed to shared objectives.
- Recognizes the importance of intrinsic motivation, responsibility, and creativity.
- Values developing employee potential to achieve common goals.
McGregor's theories align with Maslow's and Herzberg's frameworks, illustrating a holistic approach to understanding and motivating individuals within organizations.
Existence/Relatedness/Growth (ERG)
Clayton Alderfer's ERG Theory classifies needs into three categories:
- Existence: Basic material needs like food and shelter.
- Relationships: Interpersonal connections within the workplace.
- Growth: Personal development and fulfillment through one's job or career.
Alderfer's theory acknowledges the simultaneous influence of multiple needs and highlights the impact of unmet higher-level needs on lower-level needs. Unlike Maslow's hierarchical structure, Alderfer's model presents needs as a continuum.
While research on Alderfer's theory is limited, contemporary theories generally support its premise.
Expectancy Theory
Vroom's Expectancy Theory posits that individual motivation depends on the expectation of achieving specific outcomes and their desirability. The formula for motivation is:
Valence x Expectancy x Instrumentality = Motivation
- Valence: Desire for a goal/reward.
- Expectancy: Belief in effort leading to task completion.
- Instrumentality: Belief in reward receipt post-task completion.
This model underscores the importance of aligning rewards with effort and performance to drive motivation effectively. Understanding and addressing these factors can enhance employee engagement and productivity.
From India, Coimbatore
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2Watch your thoughts; they become words.
Watch your words; they become actions.
Watch your actions; they become habits.
Watch your habits; they become character.
Watch your character; it becomes your destiny.
As a leader, you need to interact with your followers, peers, seniors, and others whose support you need to accomplish your objectives. To gain their support, you must be able to understand and motivate them. To understand and motivate people, you must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. These principles govern our behavior.
Maslow's Hierarchy of Needs
Human needs are an essential part of human nature. Values, beliefs, and customs differ from country to country and group to group, but all people have similar needs. As a leader, you must understand these needs because they are powerful motivators.
Abraham Maslow proposed that human needs are arranged in a hierarchical order (Maslow, 1954). He based his theory on healthy, creative people who utilized all their talents, potential, and capabilities. This approach differed from most other psychology research studies at that time, which were based on observing disturbed individuals.
There are two major groups of human needs: basic needs and meta needs.
Basic needs include physiological needs like food, water, and sleep, and psychological needs like affection, security, and self-esteem. These basic needs are also known as deficiency needs because individuals strive to fulfill them when lacking.
The higher needs are meta needs or being needs (growth needs). These encompass justice, goodness, beauty, order, unity, etc. Basic needs typically take precedence over growth needs. For instance, a person lacking food or water will not prioritize justice or beauty needs.
Maslow's Hierarchy of Needs:
1. Physiological - food, water, shelter, sex.
2. Safety - free from immediate danger.
3. Belongingness and love - belonging to a group, close friends to confide in.
4. Esteem - feeling of moving up in the world, recognition, few doubts about self.
5. Cognitive - learning for learning alone, contribute knowledge.
6. Aesthetic - at peace, curious about inner workings of all.
7. Self-actualization - knowing who you are, where you are going, and what you want to achieve. A state of well-being.
8. Self-transcendence - a level emphasizing visionary intuition, altruism, and unity consciousness.
Maslow posited that people continuously strive to meet various goals. Lower-level needs take precedence as immediate and urgent, serving as the source and direction of an individual's goals if not satisfied.
Understanding where a person falls within this hierarchy is crucial in determining effective motivators. Tailoring motivation based on an individual's needs and circumstances can significantly impact their performance and engagement.
Characteristics of Self-Actualizing People
- Have better perceptions of reality and are comfortable with it.
- Accept themselves and their own natures.
- Lack artificiality.
- Focus on problems outside themselves and are concerned with basic issues and eternal questions.
- Value privacy and tend to be detached.
- Rely on their own development and continued growth.
- Appreciate the basic pleasures of life.
- Feel a deep kinship with others.
- Possess strong ethical and moral standards.
- Show originality, inventiveness, and freshness.
Maslow's Hierarchy of Needs and Leadership
To contextualize Maslow's theory with leadership, a short audio MP3 file titled "Maslow and leadership" is included.
Transegoic
Transegoic refers to a higher, psychic, or spiritual level of development. It relates transcendence to the ego, as per Freud's work. Transitioning from pre-egoic levels to egoic levels to trans-egoic levels involves a progression towards self-actualization, a lifelong pursuit. Peak experiences represent temporary realizations of self-actualization.
Maslow later proposed that self-actualization extends to self-transcendence, leading to a spiritual level exemplified by figures like Gandhi, Mother Teresa, Dalai Lama, and poets such as Robert Frost. Self-transcendence acknowledges the human need for ethics, creativity, compassion, and spirituality, distinguishing us from mere animals or machines.
Peak experiences in self-transcendence are akin to spiritual creative moments, highlighting our capacity for profound connections and insights.
While Maslow's theory lacks extensive empirical validation, its enduring popularity stems from its humanistic approach. Despite criticisms of his methodology, Maslow viewed his work as a guiding framework for further exploration and hoped others would build upon his research.
Herzberg's Hygiene and Motivational Factors
Herzberg identified factors aligned with Maslow's Hierarchy of Needs, focusing on workplace dynamics:
*Hygiene or Dissatisfies:*
- Working conditions
- Policies and administrative practices
- Salary and Benefits
- Supervision
- Status
- Job security
- Co-workers
- Personal life
*Motivators or Satisfiers:*
- Recognition
- Achievement
- Advancement
- Growth
- Responsibility
- Job challenge
Herzberg emphasized that hygiene factors must be met before motivators can effectively stimulate employees. His framework underscores job-related needs distinct from Maslow's broader life needs perspective.
Expanding on Herzberg's model, "job enrichment" involves redesigning work to incorporate motivators, enhancing employee satisfaction and performance.
Theory X and Theory Y
Douglas McGregor's Theory X and Theory Y present contrasting views on human behavior in organizations:
*Theory X*
- Assumes people inherently dislike work and require coercion to achieve organizational goals.
- Emphasizes control and punishment to drive performance.
- Suggests individuals prefer direction over responsibility and lack ambition.
- Prioritizes security as a primary motivator.
*Theory Y*
- Views work as natural and rewarding.
- Believes individuals can self-direct if committed to shared objectives.
- Recognizes the importance of intrinsic motivation, responsibility, and creativity.
- Values developing employee potential to achieve common goals.
McGregor's theories align with Maslow's and Herzberg's frameworks, illustrating a holistic approach to understanding and motivating individuals within organizations.
Existence/Relatedness/Growth (ERG)
Clayton Alderfer's ERG Theory classifies needs into three categories:
- Existence: Basic material needs like food and shelter.
- Relationships: Interpersonal connections within the workplace.
- Growth: Personal development and fulfillment through one's job or career.
Alderfer's theory acknowledges the simultaneous influence of multiple needs and highlights the impact of unmet higher-level needs on lower-level needs. Unlike Maslow's hierarchical structure, Alderfer's model presents needs as a continuum.
While research on Alderfer's theory is limited, contemporary theories generally support its premise.
Expectancy Theory
Vroom's Expectancy Theory posits that individual motivation depends on the expectation of achieving specific outcomes and their desirability. The formula for motivation is:
Valence x Expectancy x Instrumentality = Motivation
- Valence: Desire for a goal/reward.
- Expectancy: Belief in effort leading to task completion.
- Instrumentality: Belief in reward receipt post-task completion.
This model underscores the importance of aligning rewards with effort and performance to drive motivation effectively. Understanding and addressing these factors can enhance employee engagement and productivity.
From India, Coimbatore
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Hi Sweetie,
I am afraid that when we post such material, we need to be careful not to infringe on the copyrights of others. For example, if we receive material via email, we must check if the work belongs to someone else.
I found the information posted here at Leadership & Human Behavior with a note about the copyright as follows:
All material on this site is copyrighted by Donald Clark unless otherwise noted.
Have a nice day.
Simhan
From United Kingdom
Acknowledge(0)Amend(0)
I am afraid that when we post such material, we need to be careful not to infringe on the copyrights of others. For example, if we receive material via email, we must check if the work belongs to someone else.
I found the information posted here at Leadership & Human Behavior with a note about the copyright as follows:
All material on this site is copyrighted by Donald Clark unless otherwise noted.
Have a nice day.
Simhan
From United Kingdom
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Leadership & Motivation.pdf
Motivation & Leadership.pps