Need theory

Need theory, created by psychologist David McClelland, is a motivational model that attempts to
explain how the needs for achievement, power, and affiliation affect the actions of people from
amanagerial context. This model was developed in the 1960s soon after Maslow's hierarchy of
needs in the 1940s. McClelland stated that we all have these three types of motivation regardless
of age, sex, race, or culture. The type of motivation that each individual is driven by is changed by
[1]
life experiences and the opinions of their culture. This need theory is often taught in classes
concerning management or organizational behavior.

Need for achievement

Need for achievement (N-Ach) refers to an individual's desire for significant accomplishment, mastering
of skills, control, or high standards. The term was first used by Henry Murray[1] and associated with a
range of actions. These include: "intense, prolonged and repeated efforts to accomplish something
difficult. To work with singleness of purpose towards a high and distant goal. To have the determination to
win". The concept of N-Ach was subsequently popularised by the psychologist David McClelland.[2]
People high in N-Ach are characterised by a tendency to seek challenges and a high degree of
independence. Their most satisfying reward is the recognition of their achievements. Sources of high NAch include:
1. Parents who encouraged independence in childhood
2. Praise and rewards for success
3. Association of achievement with positive feelings
4. Association of achievement with one's own competence and effort, not luck
5. A desire to be effective or challenged
6. Intrapersonal Strength
7. Desirability
8. Feasibility
9. Goal Setting Abilities

Need for affiliation

The Need for affiliation (N-Affil) is a term that was popularized by David McClelland and describes a
person's need to feel a sense of involvement and "belonging" within a social group; McClellend's thinking
was strongly influenced by the pioneering work of Henry Murray who first identified underlying

psychological human needs and motivational processes (1938). It was Murray who set out a taxonomy of
needs, including achievement, power and affiliationand placed these in the context of an integrated
motivational model. People with a high need for affiliation require warm interpersonal relationships and
approval from those with whom they have regular contact. People who place high emphasis on affiliation
tend to be supportive team members, but may be less effective in leadership positions.
Depending on the specific circumstances, an individual's level of need for affiliation can become
increased or decreased. Yacov Rofe suggested that the need for affiliation depended on whether being
with others would be useful for the situation or not. When the presence of other people was seen as being
helpful in relieving an individual from some of the negative aspects of the stressor, an individual's desire
to affiliate increases. However, if being with others may increase the negative aspects such as adding the
possibility of embarrassment to the already present stressor, the individual's desire to affiliate with others
decreases.[6] Individuals are motivated to find and create a specific amount of social interactions. Each
individual desires a different amount of a need for affiliation and they desire an optimal balance of time to
their self and time spent with others.[7]

Need for power

Need for Power (nPow) is a term that was popularized by renowned psychologist David McClelland in
1961. McClelland's thinking was influenced by the pioneering work of Henry Murray who first identified
underlying psychological human needs and motivational processes (1938). It was Murray who set out
a taxonomy of needs, including achievement, power and affiliation - and placed these in the context of an
integrated motivational model. McClelland was inspired by Murrays research, and he continued to further
develop Murrays theory by focusing on this theory in regards to the human population. In McClelland's
book The Achieving Society N-Pow helps explain an individual's imperative to be in charge. According to
his work there are two kinds of power, social andpersonal.
nPow is part of McClelland's acquired needs theory [2]. People who exhibit nPow tendencies are most
satisfied by seeing their environment move in a certain direction, due to their involvements. Individuals
who are high in nPow have a desire to have an impact on others. They also tend to be more
argumentative, assertive in group discussions, and likely to hold a position in which they have control over
others. Most corporate leaders seek high level positions so as to control the direction in which their
company is moving. A more specific individual who may be known to exhibit a high need for power
is Nelson Mandela. He uses this influence to bring to light social issues in order to further his desire for
peace and equality on earth. When someone high in nPow feels powerless or not in control of a situation,
they are more likely to be frustrated.[3] There is a difference in sexes in regards to how nPow is
expressed. Men who have a high need for power, compared to women, tend to be more impulsive,
aggressive, and engage in riskier behaviors. While men with more N-Pow show high levels of aggression,
drink heavily, act in sexually exploitative manner, and participate in competitive sports, women channel
their N-Pow in a more socially acceptable and responsible manner, being more concerned and caring.