The 950-person study looked at the correlations between three different motivational outlooks
—Disinterested, Suboptimal, and Optimal—and five subsequent intentions to act in a positive manner—apply discretionary effort, perform at a high level, endorse the organization, remain with the organization, and be a good organizational citizen.
Implications for Leaders
As expected, people who identified their motivational outlook as Disinterested showed no measurable correlation to exhibit the five desirable behaviors. However, the research showed that people with a carrot and stick (gain reward or avoid punishment) motivational outlook, labeled Suboptimal by the researchers, also showed no measurable correlation back to positive intentions.
Only people who identified their motivational outlook as Optimal—participating in a project or task because they were able to link participation to a significant value, life, or work purpose—showed a strong correlation.
Implications for Leaders
For managers—especially those using rewards and sanctions as performance management tools—this new data requires a rethinking of the best way to go about encouraging long term high performance. For best results, the Blanchard researchers suggest six ways managers can build stronger links to positive intentions.
1- Encourage autonomy—by inviting choice and exploring options within boundaries
2- Deepen relatedness—by sharing information about yourself and the organization, showing empathy and caring, and discussing your intentions openly
3- Develop competence—by emphasizing learning goals and not just performance goals and by providing training and appropriate leadership style matching a person’s level of development
Continue to read more:- New Study Shows “Carrot and Stick” Motivation Isn’t Much Better than “Not Interested”
Optimal Motivation Training Program.
