McClelland’s Learned Needs Theory
- Need for Achievement (establishing/ maintaining high level of performance)
- Tasks too easy or too difficult do not appeal to them (they feel less responsibility for outcome)
- Are not concerned about achievement of others (thus not necessarily making them good managers)
- Need for Power (concern for reputation, influence, control over others)
- Individuals high on this need prefer leadership positions and are rated effective leaders by others
- Individuals high on this need are usually good performers and have above average attendance at work