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Robert Kiefner Greenleaf [1] (1904–1990) was the founder of the modern servant leadership movement and the Greenleaf Center for Servant Leadership. Greenleaf was born in Terre Haute, Indiana in 1904. After graduating from Carleton College in Minnesota, he went to work for AT&T, then the American Telephone and Telegraph Company. For the next ...
Robert K. Greenleaf first popularized the phrase servant leadership in "The Servant as Leader", an essay published in 1970. In this essay, Greenleaf explains how and why he came up with the idea of servant leadership, as well as defining a servant leader. Greenleaf gave this idea an extensive amount of thought before bringing it to life.
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In practical application, for instance in self-management, [3] [4] in coaching, [5] in leadership training, [6] or in change management, [7] the 3C-model can be used for systematic diagnosis of motivation deficits and intervention. Fig. 2. Practical application of the 3C-model: Motivation diagnosis (e.g. of a team member/ an employee).
Reversal theory is a structural, phenomenological theory of personality, motivation, and emotion in the field of psychology. [1] It focuses on the dynamic qualities of normal human experience to describe how a person regularly reverses between psychological states, reflecting their motivational style, the meaning they attach to a situation at a given time, and the emotions they experience.
A Theory of Achievement Motivation, By John William Atkinson and Norman T. Feather, Volume 6, Wiley, (1966), Krieger Pub Co (June 1, 1974), ISBN 0-88275-166-2 Motivation and Achievement , By John William Atkinson and Joel O. Raynor , Winston; [distributed by Halsted Press Division, New York] (1974) ISBN 0-470-03626-5 , ISBN 978-0-470-03626-6
In 1971 Burns received the Pulitzer Prize [5] and the National Book Award in History and Biography [6] for his work on America's 32nd president, Roosevelt: The Soldier of Freedom. [ 7 ] Burns shifted the focus of leadership studies from the traits and actions of great men to the interaction of leaders and their constituencies as collaborators ...
Herzberg's theory challenged the assumption that "dissatisfaction was a result of an absence of factors giving rise to satisfaction". [9] Motivational factors will not necessarily lower motivation, but can be responsible for increasing motivation. These factors could involve job recognition, potential for promotion or even the work in itself. [6]