self-actualization

(noun)

The final level of psychological development, which can be achieved when all basic and mental needs are fulfilled.

Examples of self-actualization in the following topics:

  • Alderfer's ERG Theory

    • These groups align with the Maslow's levels of physiological needs, social needs, and self-actualization needs, respectively.
    • These needs align with Maslow's levels of esteem-related needs (such as self-esteem, confidence, and achievement) and self-actualization needs (such as morality, creativity, problem-solving, and acceptance of facts).
    • For example, if an individual's self-esteem is suffering, they will invest more effort in the relatedness category of needs.
  • Maslow's Hierarchy of Needs

    • Maslow uses the terms Physiological, Safety, Love and Belonging, Esteem, and Self-Actualization to describe the general stages that human motivations move through.
    • Imbalances at this level can result in low self-esteem or an inferiority complex.
    • This forms the basis of the perceived need for self-actualization.
    • This is a broad definition of the need for self-actualization, but when applied to individuals the need is specific.
    • Self-actualization can also be pursued through one's work; thus, the desire for self-actualization can intersect with motivation in the workplace.
  • Maslow's Hierarchy of Needs

    • The general needs in Maslow's hierarchy include physiological needs (food and clothing), safety needs (job security), social needs (friendship), self-esteem, and self-actualization.
    • At the top of the pyramid, self-actualization occurs when individuals reach a state of harmony and understanding because they have achieved their full potential.
    • Once people have reached the self-actualization stage they focus on themselves and try to build their own image.
    • They may look at this in terms of feelings such as self-confidence, or by accomplishing a set goal.
  • Key Behaviors of Transactional Leaders

    • ., food and sleep) and safety, to higher levels of esteem and self-actualization.
  • Managerial Perspectives on Motivation

    • Needs range from basic physiological needs for survival to higher-level emotional needs, like belonging and self-actualization.
    • Salary encompasses the bottom two tiers (safety-related and physiological needs), while social and objective-based motivators address the higher needs (love and belonging, esteem, and self-actualization).
  • Managerial Assumption: McGregor

    • He wrote a book in 1960 called The Human Side of Management, which suggested motivating employees through authoritative direction and employee self-control.
    • Theory Y assumes that employees are ambitious, self-motivated, exercise self-control, and generally enjoy mental and physical work duties.
    • They believe that given the proper conditions, employees will learn to seek out and accept responsibility and to exercise self-direction in accomplishing objectives, that most people will want to do well at work, and that the satisfaction of doing a good job will be a strong motivation.
    • This type of human-resource development is much more similar to the behavioral management theories of Maslow's self-actualization and the Hawthorne studies than any of the classical theories of management.
  • Emotional Leadership

    • According to the trait theory of leadership, some traits play a vital role in creating leaders, such as intelligence, adjustment, extroversion, conscientiousness, openness to experience, and general self-efficacy.
    • The EI trait model focuses not on skills but on personality characteristics and behavioral dispositions such as empathy, consideration, and self-awareness.
    • Trait EI refers to individuals' self-perceptions of their emotional abilities.
    • It is measured by looking at degrees of emotional well-being, self-control, emotionalism, and sociability.
    • EI traits can be challenging to assess accurately because they rely on self-reporting, rather than observations of actual behaviors.
  • Self-Managing Teams

    • A self-managing team has considerable discretion over how its work gets done.
    • Self-managing teams are distinct from self-directed teams.
    • Organizations in various fields use self-managing teams to boost productivity and motivate employees.
    • Members of self-managing teams plan, coordinate, direct, and control their activities.
    • There are also potential drawbacks to self-managing teams.
  • Interpersonal Skills of Successful Managers

    • Under this definition of management, leadership is actually a subcategory of management.
    • Empathy, self-reflection, situational awareness, and charisma all play integral roles in communicating effectively and positively.
    • A sender communicating a message to a receiver is not simply transmitting factual information; self-image, context, charisma, and the relationship between the two people also impact the reception of the message.
  • The Big Five Personality Traits

    • However, as a result of their broad definitions, the Big Five personality traits are not nearly as powerful in predicting and explaining actual behavior as are the more numerous lower-level, specific traits.
    • Conscientiousness - Conscientiousness is a tendency to show self-discipline, act dutifully, and aim for achievement.
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