1. UNDERSTANDING MOTIVATION
1.1. 'real people' - Bhindi Duignan 1997
1.2. MASLOW
1.2.1. SELF-ACTUALISATION
1.2.2. ESTEEM
1.2.3. SOCIAL AFFILIATION
1.2.4. SECURITY & SAFETY
1.2.5. BASIC PHYSIO
1.2.5.1. prepotency; levels are sequentially attained
1.3. PORTER
1.3.1. ASSUMED BASIC
1.3.2. ADDED AUTONOMY
1.4. HERZBERG - '2 factor'
1.4.1. MAINTENANCE
1.4.1.1. DISSATISFACTION
1.4.1.1.1. leaders must diminish . . .
1.4.1.2. important in dev. countries
1.4.1.2.1. neutral?
1.4.1.2.2. Foskey&Lumby 2002
1.4.1.3. job security
1.4.1.4. salary
1.4.1.5. work conditions
1.4.1.6. i/p relationships
1.4.1.7. EXTRINSIC
1.4.2. MOTIVATION
1.4.2.1. SATISFACTION
1.4.2.2. job sat. achievement, personal growth
1.4.2.3. Owens&Valensky 2006 - ldrs must promote . . .
1.4.2.4. INTRINSIC
2. THE ORGANISATION
2.1. "growth-enhancing environment"
2.1.1. Owens 2006
2.2. distribution of power
2.2.1. opportunities
2.2.2. resources
2.3. collaborative
2.4. enable staff growth
3. HRM
3.1. SOFT
3.1.1. transformational
3.1.2. distributed
3.1.2.1. 'leadership as a right...not a gift"
3.1.2.1.1. Macbeath 2008
3.1.3. situational
3.1.4. EMPOWERMENT
3.1.4.1. Goleman's 7xEI
3.1.4.2. Gardner 2011 - intra/interpersonal intelligence
3.1.5. AUTONOMY
3.1.5.1. Leithwood et al 2002
3.2. high impact
3.2.1. Earley&Bubb 2004
3.3. HARD
3.3.1. transactional
3.3.1.1. -ve impact in long-term on motivation
3.3.1.2. set clear vision & objectives
3.3.2. ACCOUNTABILITY