![]() ![]() ![]() McClelland Theory of Motivation.The iceberg theory is a frequently cited model of behavior which states that a person's behavior can only be properly understood in the context of the factors that caused it. How motives, skills, and values determine what people do. How do self-attributed and implicit motives differ?. Share your experience and knowledge in the comments box below. What do you think? Is the McClelland Theory of Motivation applicable in today’s management and development organizations? Do you recognize the practical explanation of the McClelland Theory of Motivation of do you have more suggestions? What are your success factors which you would like to share? Try us for free and get unlimited access to 1.000+ articles! Get more info It’s Your Turn In an organization it is interesting to know what motivates employees in a team.īy looking at their behavior, they can be asked what they would ultimately like to achieve and what their real needs are. McClelland Theory of Motivation and linking with the motivating driversĭavid McClelland provides an insight into the (learned) needs of someone by his McClelland Motivation Theory and he links this to what this person does (above water level) and what they think and want (below the water level). This is the reason why both levels must be taken into consideration in change processes. The events below the waterline affect the events above the waterline. The organizational culture is also created below the waterline. The relationships between people ( interaction), their feelings, their expressiveness, sense of purpose can all be found below the waterline. It is about the ever-present feeling without it being tangible. Below the waterlineīelow the waterline things are much more abstract and they are fed by the undercurrent. This will create a guideline for employees. In an organization this can be translated into an organizational vision and strategy, content, structure, finance and especially the result of work, working arrangements, training and giving feedback. However, they may also block the visible behaviour of the person in question, Above the waterlineĪnything above the waterline is powerful and tangible in which the focus is not on ‘what’ but on ‘how’. These four invisible layers could reinforce one another as motives. Below the waterline we find think and want, which focus on abstract terms such as standards, values and beliefs, self-esteem, characteristics, personality and motives. In general, a person’s knowledge, skills and behaviour can be found above the waterline of the iceberg. The Iceberg model of David McClelland looks at a person’s visible behaviour, knowledge and skills and the underlying unexpressed and unconscious deeper layers. McClelland Theory of Motivation: the Iceberg modelĭavid McClelland developed the iceberg model using the McClelland Theory of Motivation.įigure 1 – McClelland Theory of Motivation: the Iceberg model By avoiding situations that may trigger these fears, they think to have found a safe solution. People have fear of failure, fear of rejection and even fear of success. When people do not wish to perform at the forefront and prefer to avoid unpleasant situations, this need will surface. ![]() This needs category was added later by David McClelland. Therefore, the need for affiliation does not go well with the need for power. In this case, they will favour cooperation over competition. When the need for affiliation is high, they want to be liked and they will conform to the group’s behaviour and wishes. ![]() People are a gregarious bunch and they want to belong to the group. Those who are focused on institutional power, like to organize the efforts of more people to further the company’s goals. Those who focus on personal power have the desire to have control over others. This need may consist of personal power and of institutional power. When this need is great, they will not be open to feedback. According to David McClelland, this type of person enjoys competition and winning. They have a need to be perceived as important and they have a need to direct and influence others. People with a need for power, attach great value to status, reputation and recognition. What motivates them and how can they make a contribution to society? Upon completing his study, he distinguished four characteristics that are consistent with the need for achievement: striving for an average task complexity, responsibility for own performance, the need for feedback and the use of innovation / creativity. David McClelland studied what drives people to achieve something. This could mean starting a large family for some and a well-paid job and an illustrious career for others. Generally speaking, people want to accomplish something in life. Do you want unlimited ad-free access and templates? Find out more ![]()
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