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Top1. Introduction
Top organizational executives, human resource management, and other stakeholders within the contemporary business setting that focus on the competitive advantage of an organization have struggled with developing and identifying leadership talent that can improve the business environment. Recently, relevant research studies and theories have aimed to determine the combination of human drives and attitudes, which are needed to enhance an organization's performance within the highly contested modern markets. From the past empirical study, Dries et al. (2014) argue that the model involving a total of four quadrants, including learning agility, analytical skills, emergence leadership, and drive, fails to take into account the degree to which individual members of an organization are motivated to improve the organization’s working environment and performance within the market.
As per the argument by Porter et al. (2016), to attain improved performance of the individuals in an organization, as well as to achieving enhanced business environments, a combination of motivation and potential must be accomplished and retained. A motive is believed to be a central aspect that fuels leadership development while improving the organizational productivity. In most cases, leadership, especially within the contemporary business environments, faces severe challenges that require specialized skills to prevent them. Therefore, highly motivated organizational leaders play a crucial role in ensuring that all risks are mitigated without adverse effects from the internal and external business forces (Galli, 2018b).
Motivation within an organization can be viewed from different perspectives, which illustrate how it is generally used to improve the organizational performance. Taking the case of motivation to lead, the model is believed to have been conceptualized as a different construct with self-efficacy, personality, personal value, and previous experience as the significant antecedents. Other scholars view the same characteristics as the considerable determinants of personal level motivation with different work settings. About organizational leadership, it has been noted that its formation and development in an organization is usually a process through which individual characteristics interact with the aspect of work environments. In that case, the level of own employees' motivation depends partly on his/her level of assessment on nature. It also depends somewhat on the desirability of attained better work outcome through hard work and determination. From this point, it is clear that personal motivation among the individual members of an organization plays a crucial role in determining the overall working environment and performance of an organization in the market. Though only individual characteristics have been examined in the past studies, there is a great need to test the correlation between different motivational and situational variables. This will better determine the best decisions to take in organizational leadership responsibility regarding work environments, especially in the contemporary business setting.
With the continuous improvement of market environments, the projects succeed or fail to rely on its efficiency entirely. As a project manager, the critical task is to inspire your team's potential. There are three types of motivation theories: Hedonic or Pleasure Motivational Theories, Cognitive or Need-to-Know Motivational Theories, and Growth or Actualization Motivational Theories. This paper is based on Growth or Actualization Motivational Theories, which include Maslow’s hierarchy of human needs and Alderfer’s ERG theory, using hypothesis and research, to discover the impact and role of motivation theories.