The Anatomy Of Motivation

What is Motivation ?
• Motivation is the reason or reasons one has for
acting or behaving in a particular way or the general
desire and willingness for someone to do something.
• Motivation is an essential part in any leadership as it
is the power that drive the leader to lead the people
toward success with all the authority that he or she
got.
• The motivation of the leader will determine the path
that will be taken by the leader.
The Anatomy of Motivation.
• Motivation can be divided into three main
components which is :
i. Sheer Want
ii. Real Need
iii. Empowering Power
SHEER WANT
What is sheer want?
• Sheer in this particular phrase is used as an adjective
to emphasis the word want.
• Want is the desire or something that are wished for.
• Thus, sheer want is something like the absolute
desire or the imperious demands of the people that
should be dealt by the leader.
• For example, the need of a better education, lower
cost of living, free health care service and many
more.
The Relationship Between WANT and NEED.
• Wants and needs were inseparable as need grew out
of wants but the two were different.
• Leaders need to know the distinction between wants
and needs to be able to know what the should do
and which one they should prioritize above the
others.
• Not every wants is a needs for the people so the
leader must recognize the implications of their
decisions.
Sheer want from the perspective of leadership
figure.
• Every leader have their on viewed about sheer want
and how they viewed it, categorized the “wants” and
how they distinguished between “wants” and
“needs”.
• There are a lot of leader and figure have drop their
wisdom on the subject of “wants” and to solve this
puzzle it is wise to turn to their wisdom.
 • He distinguishing the humans from
animals because of the former
insatiable wants, saw man as
endowed with abilities
proportionate to those wants.

Jeremy Bentham
• He thought that every person
sought to maximize his pleasure and
each fulfilled want created fresh
ones, which will become new pivots
of action.
• Mill distinguished between
crude wants and more elevated
ones, held that the satisfaction
of material wants should lead to
the cultivation of intellectual
and moral wants.
• They (liberalist) viewed the
proliferation of wants with
approval, or at least
complacency.
Gandhi
He saw rampant wants as the force
driving industrialization in the west and
as the resulting concentrations of
power and wealth in the middle of
exploitation and inequality.
How to comprehend the “jungle” wants of seven
billion people in the world ?
• Abraham Maslow, a psychologist at Brooklyn College,
shaped a theory of the rank-ordering of wants and
needs into a hierarchy in the early 1940s.
• Maslow was interested in the “satisfaction of wants”
and the resulting change in people’s motivations and
behaviour as they move higher in his hierarchy.
(Maslow usually used the term “needs” rather than
“wants”.)
The Maslow’s Hierarchy
• At the bottom of Marlow’s Hierarchy lie the inborn
physical and biological wants.
• Once these begin to be met, a new urgent want for
security becomes dominant motive.
• Then humans develop wants for affection and
belongingness.
• These activities in turn lead to the emergence of self-
esteem as primary motive.
• The last one is the pursuit of self-development, with
the need of self-actualization at the pinnacle of the
hierarchy.
Self-actualization and Motivation for Leadership
• The qualities that motivates and characterizes self-
actualization are called “effectance”, skills in dealing
with others or with the environment.
• The listed below are the effectance :
i. Creativity
ii. Capacity for growth
iii. Learning
iv. Flexibility
v. Openness
• Maslow’s describe self-actualization person as :
i. Self-contained
ii. Autonomous
iii. Dependent on their own potentialities and latent
resources.
• Leadership self-actualization is pursued through the
process of “mutual actualization with others” or in
the words of Agnes Heller and Ferenc Feher, by
commitment “to a value or purpose that stands
higher than the person”.
• The leader’s self-actualization qualities are turned
outward.
• He or she empathically comprehends the wants of
the followers and responds to them as legitimate
needs, articulating them as a value.
• And helps transform the value into hopes and
aspirations, and then into more purposeful
expectations and finally into demands.
• A leader continue progress depends on their ability
to stay closely attuned to the evolving wants needs
and expectations of the followers.
• This process required commitment in which leaders
and followers “together” pursue self-actualization.
• Their want for belongingness, for esteem, are
recognized and satisfied, efficacy is enhanced, and
the potential for self-fulfillment, “to becoming
everything that one is capable of becoming”, is
activated.
• What leader and followers come, above all, are
active agents for change, capable of self-
determination, of transforming their “contingency
into destiny”.
REAL NEED
• Parents played a big role in satisfying their children’s
wants, fulfilling the needs and denying others
• As children grow, the responsibility falls to teachers,
peers, clergy, media, employers, government and society
to educate them the difference between wants and
needs
• It is wants and needs that motivate leaders and followers
to struggle for social change
• The conversion of wants to needs depends on someone’s
lifetime experience (social)
Jean-J. Rousseau • Geneva philosopher
(1712 – 1778) • Emphasized on the social or communal
nature of needs
• He saw humans developing from an early
primitive state with few, largely
physiological wants, to a civilized society
characterized by a plenitude of new needs
• He was convinced that most of those needs
were artificial, unconnected to true wants,
which is the products of society that had
made the proliferation and possession of
objects its highest value
• “the fewness of his needs that made a man
really good, while the multiplicity of needs
bred the hateful and angry passions that
spring from selfishness”
Karl Marx • Wants and needs powered the mechanisms of class
struggle and social change
(1818 -1883) • As wants were satisfied, new needs emerged and in
turn generated new forms of production and new
class structures
• He saw capitalism as a machine for the production
of distorted and debased needs, from the hyper
sophisticated needs of the rich to the “bestial
barbarization” of needs in poor, an equality of
needs that reflected and reinforced the artificial
inequalities in capitalist society and degraded all
relationship among human beings
• He also had a spacious view of real human wants
• He said that the satisfaction of material wants was
the basic condition of human existence, but the
rich human being is simultaneously the human
being in need of a totality of human manifestations
of life
REAL NEED
• The subjectivity of wants might make it difficult to distinguish
conclusively between natural and artificial needs, the conflicts
over needs and the distribution of resources that satisfy them
is fundamentally political
• After Rousseau and Marx, needs analysis gained force on a
world scale
• Political scientist Roger A. Coate and Jerel A. Rosati concluded
that “deprivation of human needs has been a major source of
social and political change around the globe
• Leadership has its origins in the responsiveness of leaders to
followers’ wants, and in followers’ responsiveness to leaders’
articulation of needs, empowering both leaders and followers
in the struggle for change
EMPOWERING MOTIVES
• Under close scrutiny, motives can appear opaque,
convoluted, even incomprehensible
• 3 theory drives that determine human behaviour
- Sexuality
- Ego
- Aggression
• Dismissed
• Erikson’s Model of Motivation

• Development depended on the resolution of each conflict as it appeared, optimally with the
positive quality achieving a favourable ratio over the negative.
• But Erikson’s framework was too fixed in its stages and too intricately deterministic in its
dynamic to account for human motivation.
 • His theory had the virtues of clarity, economy, and flexibility
Abraham Maslow without sacrifice of comprehensiveness.
(1908 -1970) • People were qualitatively transformed as the proceeded up
the hierarchy of wants and this continuous betterment is
the idea of human nature.
• Unlike Freudians, Maslow is an optimist.
• Not only did he describe human potential in most generous
term of self-actualization, he believed that people were
powerfully motivated to achieve that potential
• A theorist of leadership found that Maslow’s ideas is an
progressive change grounded evenly in the motivations of
leader and followers alike
• Yet, this theory behave differently with individualism.
• The complexity of this idea led scholars to put aside
concepts of densely structured stages of motivation and
development in favor of simpler level of analysis involving
direct wants and motives centered on the “self”, such as
self-realization, self-determination and self-esteem.
• This approach demanded a more precise analysis of
motives.
CONCLUSION
• Motives of individuals are want-driven, situation-
specific and goal oriented.
• A vital element in this process is power- or perceived
power- understood motivationally as the individual’s
control of both self and other.
• Leadership is a collective process.
• The more we probe into leadership, the more we
discover the complex matrix among expanding wants
and needs.