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MENTAL MODEL · M1617

McClelland's Theory of Needs

McClelland's Theory of Needs
BehaviorHigh supportManagerial Psychology
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Version 1.0.0 · Updated 2026-07-30

CORE DEFINITION

People are primarily driven by three learned motives, with different emphases: - Achievement motive: pursuit of excellence, liking challenges (suitable for entrepreneurs). - Power motive: pursuit of influence and control over others (suitable for executives). - Affiliation motive: pursuit of friendship and acceptance (suitable for HR/customer service).

SCAFFOLDING EFFECT

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Reduce cognitive load

- Person-job fit: do not promote someone with strong affiliation motive to a position requiring tough layoffs; they will be extremely miserable; do not try to motivate someone with strong power motive with 'team building' (affiliation incentive); they want titles more.

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McClelland believed that people acquire three social motives—achievement, power, and affiliation—through learning. The combination of an individual's strengths on these motives determines their behavioral preferences and motivational style. Motives can be measured through projective methods such as the Thematic Apperception Test (TAT), are relatively stable but can be shaped by training. High achievers prefer moderate challenges and clear feedback, high power individuals seek influence, and high affiliation individuals value interpersonal harmony.

MINIMUM ACTION

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Source support: Explicit

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    en.wikipedia.orghttps://en.wikipedia.org/wiki/Need_theoryZH · Explicit
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