Need theoryNeed theory, created bypsychologistDavid McClelland, is a motivational model that attempts to explain how theneedsfor achievement,power, and affiliation affect the actions of people from amanagerialcontext. This model was developed in the 1960s soon afterMaslow's hierarchy of needsin 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 life experiences and the opinions of their culture.[1]This need theory is often taught in classes concerningmanagementor organizational behavior. Need for achievementNeed 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 byHenry 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 distantgoal. To have the determination to win". The concept of N-Ach was subsequently popularised by the psychologistDavid 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 N-Ach include:1. Parents who encouraged independence inchildhood2. Praise and rewards for success3. Association of achievement with positive feelings4. Association of achievement with one's own competence and effort, not luck5. A desire to be effective or challenged6. Intrapersonal Strength7. Desirability8. Feasibility9. Goal Setting AbilitiesNeed for affiliationTheNeed for affiliation(N-Affil) is a term that was popularized byDavid McClellandand describes a person'sneedto feel a sense of involvement and "belonging" within asocial group; McClellend's thinking was strongly influenced by the pioneering work ofHenry Murraywho first identified underlying psychological human needs andmotivationalprocesses (1938). It was Murray who set out a taxonomy of needs, including achievement,powerand affiliationand placed these in the context of an integrated motivational model. People with a high need for affiliation require warminterpersonal relationshipsand 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 inleadership 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 powerNeed for Power(nPow) is a term that was popularized by renowned psychologistDavid McClellandin 1961. McClelland's thinking was influenced by the pioneering work ofHenry Murraywho first identified underlying psychological human needs and motivational processes (1938). It was Murray who set out ataxonomy of needs, including achievement,powerand 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 bookThe Achieving SocietyN-Pow helps explain an individual's imperative to be in charge. According to his work there are two kinds of power,socialandpersonal.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 isNelson 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.