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230 PART 4: THE LEADER AS A RELATIONSHIP BUILDER

Exhibit 8.4 Maslow’s Hierarchy of Needs

Need Hierarchy Fulfillment on the Job
Self-actualization Needs Opportunities for advancement, autonomy, growth, creativity
Esteem Needs Recognition, approval, high status, increased responsibilities

Belongingness Needs Work groups, clients, co-workers, supervisors
Safety Needs Safe work, fringe benefits, job security
Physiological Needs Heat, air, base salary

• Safety Next is the need for a safe and secure physical and emotional
environment and freedom from threats—that is, for freedom from violence
and for an orderly society. In an organizational workplace, safety needs
reflect the needs for safe jobs, fringe benefits, and job security.
• Belongingness People have a desire to be accepted by their peers, have
friendships, be part of a group, and be loved. In the organization, these needs
influence the desire for good relationships with co-workers, participation
in a work team, and a positive relationship with supervisors.
• Esteem The need for esteem relates to the desires for a positive self-image
and for attention, recognition, and appreciation from others. Within
organizations, esteem needs reflect a motivation for recognition, an increase in
responsibility, high status, and credit for contributions to the organization.
• Self-actualization The highest need category, self-actualization, represents
the need for self-fulfillment: developing one’s full potential, increasing
one’s competence, and becoming a better person. Self-actualization needs
can be met in the organization by providing people with opportunities to
grow, be empowered and creative, and acquire training for challenging
assignments and advancement.
According to Maslow’s theory, physiology, safety, and belonging are defi -
ciency needs. These low-order needs take priority—they must be satisfi ed before

higher-order, or growth needs, are activated. The needs are satisfied in sequence:

Physiological needs are satisfied before safety needs, safety needs are satisfi ed be-
fore social needs, and so on. A person desiring physical safety will devote his or
her efforts to securing a safer environment and will not be concerned with esteem
or self-actualization. Once a need is satisfied, it declines in importance and the

next higher need is activated. When a union wins good pay and working condi-
tions for its members, for example, basic needs will be met and union members
may then want to have social and esteem needs met in the workplace.

Action Memo
Two-Factor Theory
Frederick Herzberg developed another popular needs-based theory
of motivation called the two-factor theory. Herzberg interviewed
You can evaluate your current or a previous
14
job according to Maslow’s needs theory and
hundreds of workers about times when they were highly motivated
Herzberg’s two-factor theory by answering

page 232. to work and other times when they were dissatisfied and unmotivated to
the questions in Leader’s Self-Insight 8.1 on

work. His findings suggested that the work characteristics associated with
dissatisfaction were quite different from those pertaining to satisfaction,

which prompted the notion that two factors influence work motivation.