Motivational Approaches to the Study of Political Leadership

Abstract

Motivational Approaches to the Study of Political Leadership. We study motivational factors in decision making in order to interpret, describe and explain observed changes in individual behaviour. Collective motivation is motivation of individuals in group-situations, crowds, and other collective settings. Motivation is typically inferred, or attributed, rather than measured directly. The focus is on the result of changes in political behaviour in reaction to internal and/or external stimuli. Thus it is also important to understand that motivation is primarily a behavioural variable. If motives are fed on needs, man does not automatically turn to politics to satisfy his hunger, or such goals as respect, welfare, security, income, deference, or love. It is far more likely that the citizen will go to the food market, attempt a career in dignified professions, increase his load and quality of work, take insurances, and so on. Important concepts of cognitive motivation theory can be found in expectancy-value theory, incentive motivation theory, cognitive dissonance theory, and social learning theory. Empirically, motivation research with political leaders has followed the paths indicated by David McClelland and David Winter in the 1950s and the 1960s, with a focus on achievement, affiliation and power motivation. Achievement motivation comprises the desire or drive to excel in whatever one does. It is the inner urge to do things better and better or more and more efficiently than before; to strive constantly to achieve self-set standards. Affiliation motivated people enter into relationships for the sake of the relationships themselves, and not primarily for economic gain or political influence. Power motivation signifies a drive to influence and have impact on others; it urges one to acquire prestige and/or control over others. The pattern of these motivations can provide important explanations of the behaviour of political leaders.