Leadership success is evident primarily in two areas: effective employee leadership and development, and professional stakeholder management. At their core, both fields are about people—about how you can create value, foster growth, and build relationships in ways that enable successful collaboration and produce meaningful results.
Both topics benefit enormously from active engagement and an understanding of motivational psychology: Leaders who recognize *what others really need* can better interpret behavior, reduce misunderstandings, and exert influence more consciously. The key is to link needs and considerations of benefit to the specific context—and to derive appropriate communication strategies, decisions, and interventions from that.
Here’s an example from everyday management: A manager asks an employee to take charge of an important project. Instead of enthusiasm, she reacts with shock and outrage. From a manager’s perspective, the project is a great opportunity for professional and career advancement. But when it comes to the subject matter, something entirely different may come into play.
If, for example, the employee is strongly motivated by principles, she might be frustrated because she was not involved in the decision-making and planning stages early on. She may perceive the situation as having been “imposed on her”—contrary to her need for fairness, transparency, and reliability.
If the issue of influence is also a factor, the thought may arise: “The fundamental decision was made long ago—I have absolutely no leeway. Now it’s a case of ‘take it or leave it.’” The outrage is directed less at the project itself and more at the feeling of a lack of involvement and limited ability to influence it.
The degree of autonomy also plays a role: A person with a low level of autonomy who places great emphasis on teamwork, closeness, and consensus may feel frustrated when they have to “take on” a finished concept instead of working on it step by step together with others.
Those who have a solid understanding of motivation can tailor their leadership approach accordingly: involve others differently, explain things differently, listen differently—and thus communicate in a way that aligns with their motivations.
The same applies to stakeholder management. It is often hastily equated with “politics” and viewed in a negative light. In the literal sense, however, it refers to shaping the way we live and work together. Here, too, understanding others’ motivations helps us better comprehend their perspectives, the realities of their work, and the logic behind their decisions—and to consciously consider the mutual benefits that fostering closer relationships can bring.
A strong sense of curiosity, for example, benefits from inspiring discussions and access to complex issues. A strong need for **social recognition** is particularly responsive to respectful feedback, visible appreciation, and a sensitive approach to criticism.
Managers who want to increase their effectiveness gain a strategic advantage through a deeper understanding of motivation: You can offer more, lead in a more tailored way, identify conflicts early on, and build relationships—both within the team and with stakeholders—in a more active, conscious, and sustainable manner.
For more information on the ID37 Master’s program, click here. Specific dates can be found under the menu item Events. This 2-day certification can be applied toward the more comprehensive modular coaching training program that I am currently developing.
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The featured image was taken at the Saatchi Gallery in London.
