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Most people need stable esteem, meaning that which is soundly based on real capacity or achievement. Maslow noted two versions of esteem needs. The "lower" version of esteem is the need for respect from others and may include a need for status, recognition, fame, prestige, and attention.
In one characteristic example, a successful salesman with a high need for affiliation and a low need for power began to perform poorly after being promoted to management. He experienced difficulty giving direct orders, leading his subordinates to complain that he failed to set clear goals and reward individuals who performed well. [13]
The need for affiliation (N-Affil) is a term which describes a person's need to feel a sense of involvement and "belonging" within a social group.The term was popularized by David McClelland, whose thinking was strongly influenced by the pioneering work of Henry Murray, who first identified underlying psychological human needs and motivational processes in 1938.
For example, someone who has inherent potential to be a great artist or teacher may never realize their talents if their energy is focused on attaining the basic needs of humans. [11] As a person moves up Maslow's hierarchy of needs, they may eventually find themselves reaching the summit — self-actualization. [ 4 ]
2 According to Richard West and Lynn Turner, UGT is an extension of Maslow's Hierarchy of Needs that argues that people actively look to satisfy their needs based on a hierarchy. These needs are organized as a pyramid with the largest, most fundamental needs at the base and the need for self-actualization at the top. [17]
Opinion: “The Easter season is an incredible reminder of what true leadership, sacrifice, and humility is,” writes Greg Baker.
One of the earliest recorded instances of the proverb is in one of Aesop’s Fables, “The Crow and the Pitcher” from the mid 6th century BCE. Plato's Republic says "our need will be the real creator", [5] which Jowett's 1894 translation rendered loosely as "The true creator is necessity, who is the mother of our invention."
If people have too much external justification for their actions, cognitive dissonance does not occur, and thus, attitude change is unlikely to occur. On the other hand, when people cannot find external justification for their behavior, they must attempt to find internal justification—they reduce dissonance by changing their attitudes or behaviors.