What is McClelland’s Three Needs Theory?

Psychologist David McClelland developed the Three Needs Theory in the 1960s after studying what makes people work hard and succeed. He concluded that individuals are mainly driven by one of three things:

• Reaching goals (achievement)
• Building relationships (affiliation)
• Having influence (power)

The theory explains how leaders can support and motivate employees more effectively by learning what drives them.

McClelland’s work was inspired by the widely recognized Hierarchy of Needs theory proposed by Abraham Maslow. Maslow’s hierarchy is most commonly depicted as a pyramid. To reach the top of the pyramid or self-actualization, people must first have their basic needs met.

The base of the pyramid refers to physiological needs like food, water and shelter. Above that are safety needs like health and employment. On top of that are love and belonging needs, like family and friendship. Next, come esteem needs like respect, status and freedom. The top of the pyramid is self-actualization, in which the individual has the ability to reach their highest potential since they’ve already had all their other basic needs met.

McClelland’s concept focuses on the next stage by exploring what pushes individuals to grow once these basic needs are met.

The Three Needs Theory can be a practical tool for helping your team stay motivated and perform at their best.

Key components of McClelland’s theory

McClelland’s Theory, also known as the Acquired Needs Theory, proposes that individuals have three primary needs: achievement, power and affiliation. These needs are acquired through life experiences and shape an individual’s behavior and motivation.

The need for achievement

Employees motivated by the need for achievement generally like to set goals and see results. They typically focus on measurable outcomes and prefer work that lets them track their progress.

You might notice that achievement-driven employees regularly ask for feedback to improve outcomes. They typically enjoy solving problems and may feel most satisfied when they complete a challenging or high-stakes task on their own.

For example, an employee may be motivated by achievement if they volunteer to lead a time-sensitive project and work hard to reach each milestone. Another example is someone who consistently looks for ways to improve processes, without being asked.

If you recognize a team member has this preference, you can support them by providing clear goals and metrics for success.

The need for affiliation

If an employee is motivated by affiliation, they likely care deeply about feeling connected to colleagues. They want to feel like part of a team and may find as much value through their professional relationships as they do in their work. Employees who need affiliation tend to excel in roles where collaboration and communication are a regular part of their day.

You might notice affiliation-driven employees regularly checking in on colleagues and staying behind after meetings to chat. They may offer to take the lead in mentoring new hires and volunteer to organize social events and coordinate team-building activities. If workplace relationships feel tense or strained, these employees may become unmotivated.

If a team member is motivated by affiliation, give them plenty of chances to work closely with others. Assign them to team-based projects where they can collaborate and use their social skills to bring the team together.

The need for power

Some employees are most driven when they have influence over decisions or outcomes. They feel confident taking the lead and typically want to be someone others can rely on for direction or expertise. They tend to have a clear sense of responsibility and the ability to shape what happens next.

You may notice these employees offer strong opinions during meetings and care about the bigger picture when solving problems. They might ask for more responsibility or look for ways to take ownership of high-impact tasks.

Providing leadership opportunities is the best way to motivate team members who are driven by the need for power. For example, you could ask them to take the lead in a meeting, provide training for new team members or give them ownership of a high-stakes task.

How to use McClelland’s theory of needs to motivate employees

The steps below can help you identify what motivates each person on your team and apply those insights to your day-to-day management practices.

1. Determine the driver

First, establish what drives each of your employees. Finding out each employee’s primary motivator can help you engage and inspire them better. You can do this in three ways:

• Observe your employees
• Provide a questionnaire
• Have a conversation

If you decide to have a conversation with your employees or provide a questionnaire, consider asking these questions:

• “If you were asked to help onboard a new employee, would you rather help them feel comfortable and included or teach them a task?”
• “Would you prefer leading a team task or setting a goal for yourself and achieving it?”
• “Do you prefer working independently or as part of a team? Why?”
• Would you rather get recognized for paying attention to detail in a task, being a team player or having one of your ideas implemented to improve a process?”
• “When you disagree with a coworker, do you seek a compromise to maintain the relationship or try to make them see your point of view?”

2. Establish motivators

After learning your employee’s primary driver, you can come up with effective ways to motivate them:

• Review their current responsibilities: Look for mismatches. For example, an employee who’s motivated by affiliation may feel isolated if they’re regularly working on a solo task.

• Have a quick check-in: In a one-on-one, ask each employee open-ended questions about the types of projects they find most satisfying and why.

• Think about the opportunities you offer: Achievement-motivated employees may prefer structured goals and opportunities to measure progress. Affiliation-motivated employees often enjoy projects that involve team input or shared decision-making. Power-motivated employees tend to respond well to roles with visible responsibility or influence over outcomes.

• Write down what works: For a month or so, make a note of which changes are improving outcomes. Correct the course if anything isn’t working, and use what you learn to improve future assignments.

3. Implement the process

Take what you’ve learned about your employees and implement new practices that directly support their motivational drivers. For example, try giving an achievement-motivated person a new research project or presentation to prepare. For affiliation-motivated employees, make sure they have plenty of opportunities to work with others. Even if their job responsibilities are primarily independent, place them in an area of the office where they can interact with others. Finally, for power-motivated employees, put them in leadership or spokesperson positions.

4. Refine as needed

As people grow in their roles or take on new challenges, their primary driver may shift. Instead of relying on assumptions, be sure to check in regularly with one-on-one chats or performance reviews. This helps you keep your assessment of their primary motivator up-to-date. Build motivation tracking into your onboarding and review processes to keep it consistent across your team.

Consider implementing a questionnaire or short verbal test into the onboarding process to learn new employees’ primary motivators. Assessing motivation as part of your management strategy helps you maintain a consistent level of support.