Self-Actualized Leadership: Which Competing Need Drives Your Style?

We have defined self-actualization as the motivation to reach our ultimate potential and explored the other, “lower” needs that must be met before self-actualization can manifest. Before exploring ways to enhance our self-actualization, it is important to understand the other competing needs from a leadership perspective that drive our behavior (and our resulting leadership style.) The three other motive needs are Achievement, Affiliation and Power. The purpose of this blog post is to provide a little more context or “surround sound” (as my colleague Peter Macon likes to say) related to these three competing motive needs. Please note that while these other three needs are positive in many regards, they can actually impede our path to self-actualization.

It’s very likely right now that your current driver – and resulting style – is based primarily on one of these needs: Achievement, Affiliation or Power. If that’s the case, the stronger the need in your style, the more likely it is inhibiting your ability to be more self-actualized.

1. Those with a strong need for Achievement – Achievers – are technical experts who focus on winning. They tend to be very detailed-oriented. In the extreme, they are driven by a “fear of failure” which often makes them micromanagers who are ineffective delegators. To the degree this is true, they stunt their career trajectory because they are viewed as effective contributors but ineffective managers.

2. Those with a strong need for Affiliation – Affirmers – are very warm, friendly, people-oriented individuals who focus more on relationships than results. They tend to be very collaborative. In the extreme, they are driven by a “fear of rejection” which makes them delay making difficult decisions because they tend to avoid conflict. To the degree this is true, they also limit their career growth and personal effectiveness because they are often viewed as too nice or “soft.”

3. People with a strong need for Power – Authoritative – are decisive, confident leaders who are results-oriented. They tend to be more strategic and analytical. In the extreme, they are driven by a “fear of betrayal” which makes them very slow to trust others. In addition, they tend to carry a lot of anger which often erupts when things don’t go as planned. To the degree this is true, they limit their effectiveness and personal growth because of the “co-dependent” relationships they foster by generating fear and anxiety in others.

Which of the above three styles best describes you? Are you currently living or leading from a place of fear – failure, rejection or betrayal? Viktor Frankl and Jerry B. Harvey have warned us about the insidious nature of “paradoxical intent,” which is as follows: The more we fear something, the more likely we are to experience it. Which fear is holding you back? What would be possible in your life if you operated from a position of strength and courage as opposed to fear? If Frankl and Harvey are correct in their contention, what negative outcome are you likely to experience if you continue to fear it?