Theories of motivation are based on the recognition of needs. Lussier and Achua (2004, p.78-80) describe three major classifications of motivation theories. The first of these is Maslow’s Theory which identifies a hierarchy of basic needs including food, achievement or monetary reward and proposes that humans are motivated by multiple needs existing in this particular order. Numerous writers believe that these needs are the source of an internal drive that motivates behavior to fulfill needs (Certo (1997, p.380; Aswathappa, 2002, p. 314; Daft, 2005, p.298; Owens, 2004, p.350; Hughes, Ginnett, and Curphy, 2002, p.257). According to Maslow’s hierarchy of basic human needs, they are physiological and include security, affiliation with other people (belongingness), self-esteem and self-actualization. Applying Maslow’s Theory to leaders these writers assert that they may only be successful in motivating follower behavior if they take account of their follower’s position in relation to the needs hierarchy. Hughes, Ginnett, and Curphy (2002) explain that the implementation of this kind of leadership practice would be as follows:
“if leadership practitioners want to use Maslow’s hierarchy of needs to motivate
employees to work harder, then they need to determine where their followers fall on the needs hierarchy and ensure all lower-order needs are satisfied before
appealing to their followers’ self-esteem or self-actualization needs. Leadership
practitioners should watch for “mismatches” between their motivational efforts
and followers’ lowest (on the hierarchy) unsatisfied needs”(p.250).
However, a second Needs Theory has been developed by Herzberg’s Theory derived from research results showing that satisfaction and dissatisfaction among hundreds of workers was quite different from those pertaining to satisfaction alone. This
prompted the notion that two factors influence work motivation, hygiene and motivation (Certo, 1997, p.380; Hughes, Ginnett, and Curphy, 2002, p.252; Aswathappa, 2002, p. 314; Daft, 2005, p.300). Herzberg looked at job satisfaction and meeting higher-level needs such as achievement, recognition and opportunity for growth, through examining working conditions, pay, policies and interpersonal relationships. Herzberg recommends: ‘…as a leader, recognize that individuals have multiple needs. Use factors as good working conditions, satisfactory pay and comfortable relationships to reduce dissatisfaction. Spur greater follower satisfaction and enthusiasm by employing motivators such as challenge, responsibility, and recognition’ (p.301).
A third Needs Theory, developed by McClelland, is the Acquired Needs Theory. This theory focuses on the needs that people acquire. They are not born with these needs but may learn them through their life experiences (Certo, 1997, p. 387; Lussier and Achua, 2004, p.80; Daft, 2005, p.302). He maintains that the need for achievement (nAch) motivates employees with a high need for achievement. They have the desire to accomplish something difficult, attain a high standard of success, master complex tasks, surpass others and derive satisfaction from their set goals. McClelland believes that the need for achievement can be learned. Need for Power (nPower) includes the desire to control, influence or be responsible for others and have authority over others. Individual satisfaction with a high nPower is derived from being in a position of influence and control. Lastly, need for Affiliation (nAff) is a dominant motive to derive satisfaction from social and interpersonal activities, High-nAff individuals will choose their friends, exhibit the desire to maintain close personal relationships, avoid conflict, and establish warm friendships (Certo, 1997, p. 387; Aswathappa, 2002, p.326; Gainess et al., 2003, p.234; Lussier and Achua, 2004, p.80; Daft, 2005, p.302).
Lussier and Achua (2004, p.80) outlined McClelland’s Acquired Needs Theory as important for understanding the close links between traits, behavior and motivation. Acquired Need is widely classified as both a trait and a motivation, since needs are
considered to be based on personality traits. McClelland sees the need for affiliation as essentially the same as Maslow’s belongingness need; and power and achievement as related to esteem, self-actualization, and growth. Hughes, Ginnett and Curphy (2002, p.253) encouraged leaders to apply all three above theories, starting by determining if lower-level needs or hygiene factors are being satisfied. They maintain that in most cases it will be difficult for followers to exhibit the behaviors necessary for group success if these lower-level needs are not being met; therefore, leaders should do all they can to help followers meet these needs. In addition, Khaliq (2001, p.89 ) states that, in the field of management, leadership plays a significant role in affecting the motivation, commitment and predisposition of the workforce in that it provides focus, meaning and inspiration to those who work for a company. Lastly, DuBrin (1995) argues that effective leaders are outstanding motivators and coaches in modifying their workers’ behavior. This type of behavior modification is a widely used motivational strategy in which effective leaders choose an appropriate reward or punishment, supply ample feedback, do not give everyone the same reward, schedule rewards intermittently and change rewards periodically.
However, Ramsden (1996) warns that appears “Motivating others… should not be confused with manipulatory practices used by strong personalities to dominate weaker ones. Leadership exists in its most natural form among equals. It is not the same as domination or the exercise of power. True leaders respect the integrity of others. Bosses demand respect; leaders give respect” ( p.139).