Need for Power

Definition

The need for power is a psychological drive to influence, control, or have an impact on others. It is one of the key content theories of motivation that explains why individuals are motivated to seek positions of authority and influence within an organization.

5 Must Know Facts For Your Next Test

1. Individuals with a high need for power are motivated to seek positions of authority, influence, and control within an organization.
2. The need for power is often associated with a desire for prestige, status, and the ability to impact the behavior of others.
3. Individuals with a high need for power may be more likely to engage in political behavior, such as building coalitions and using persuasion tactics, to achieve their goals.
4. The need for power can be either personalized (using power for personal gain) or socialized (using power to benefit the organization and its members).
5. The need for power is considered one of the three primary needs in McClelland's Theory of Needs, along with the need for achievement and the need for affiliation.

Review Questions

• Explain how the need for power relates to the content theories of motivation, particularly in the context of organizational behavior.
  • The need for power is a key component of the content theories of motivation, which focus on the internal factors that drive human behavior. In the organizational context, the need for power is a psychological drive that motivates individuals to seek positions of authority, influence, and control. Individuals with a high need for power are often attracted to leadership roles and may use various tactics, such as building coalitions and engaging in political behavior, to achieve their goals and have an impact on the organization and its members. Understanding the role of the need for power in motivation is crucial for effectively managing and motivating employees within an organization.
• Describe the differences between personalized and socialized power needs and how they might influence an individual's behavior in an organizational setting.
  • The need for power can be either personalized or socialized. Individuals with a personalized need for power are motivated to use their power for personal gain, such as seeking positions of authority to enhance their own status and prestige. In contrast, individuals with a socialized need for power are motivated to use their power to benefit the organization and its members. Personalized power needs may lead to more self-serving and potentially unethical behavior, such as engaging in political maneuvering or exploiting others. Socialized power needs, on the other hand, are more likely to result in behaviors that are aligned with the organization's goals and values, such as mentoring and developing subordinates or championing initiatives that benefit the broader organization. Understanding these differences is important for organizations to effectively manage and motivate employees with varying power needs.
• Analyze how the need for power, as a content theory of motivation, might influence an individual's career choices and progression within an organization.
  • The need for power, as a content theory of motivation, can significantly influence an individual's career choices and progression within an organization. Individuals with a high need for power are often drawn to leadership roles and positions of authority, as these roles allow them to have a greater impact on the organization and its members. They may be more likely to seek out opportunities for advancement, such as applying for management positions or taking on additional responsibilities that increase their influence. Furthermore, the need for power can shape an individual's behavior and decision-making, leading them to engage in political maneuvering or prioritize the acquisition of power over other organizational goals. Understanding how the need for power motivates individuals is crucial for organizations to effectively manage their talent pipeline, provide appropriate development opportunities, and ensure that power is wielded in a way that benefits the organization as a whole.

Related terms

McClelland's Theory of Needs: A motivational theory that identifies three primary needs - the need for achievement, the need for affiliation, and the need for power - that drive human behavior in organizational settings.

Organizational Power: The ability to influence the behavior of others and control the allocation of resources within an organization.

Leadership Motivation: The desire to take charge, direct the activities of others, and have an impact on the organization.