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Introduction
The top management of a corporation must have a strong desire for power or to exert influence over others. However, the quest must be restrained and managed to serve the organization as a whole rather than the managers egotistical interests (McClelland & Burnham, 2003). Additionally, when duties are distributed among numerous people, they must be prepared to function without quick and individual feedback (MindTools, 2022). In essence, influential leaders are motivated by their desire for achievement, power, and affiliation.
Power and Achievement Motivators
As a manager of a start-up firm, I would rely on two motivators for cultural development in the organization: power and achievement. The power motivator is crucial as it demonstrates the quest for exceptional leadership and a positive organizational culture (McClelland & Burnham, 2003). The main goal is to facilitate each employees growth as they collectively enforce the companys mission and vision. I chose these two factors because they reflect the core elements of management and employee efficiency. A manager who seeks to achieve more remarkable outcomes will be willing to motivate others since he cannot achieve much on his own (Cook, 2012). The power element also denotes an understanding of the need to apply several incentives to attract and retain good talent in the firm (Pink, 2009). Some of the strategies, in this case, include monetary rewards and intrinsic factors such as freedom and work and the provision of seminar opportunities for career development.
Conclusion
In conclusion, the top managers need for authority should outweigh his or her drive for popularity. However, managers often struggle to complete all the duties required for success, especially in large, complicated businesses. To accomplish tasks for the corporation, managers must oversee the operations of others while giving constructive feedback and motivating them to improve their performance. Therefore, a start-up manager should focus on key strategies to attract, motivate, retain, and facilitate the growth of employees for the organizations long-term growth.
References
Cook, J. (2012). How Google Motivates their Employees with Rewards and Perks. Thinkingleader. Web.
McClelland, D., & Burnham, D. (2003, January). Power Is the Great Motivator. Harvard Business Review. Power Is the Great Motivator (hbr.org)
MindTools. (2022). How Good Are Your Motivation Skills? Mind Tools. Web.
Pink, D. (2009). The puzzle of motivation [Video]. TED. Web.
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