New Perspectives on Leaders’ Motivational and Emotional Experiences and the Role of Basic Psychological Needs Not to Fail Organizational Change in a Multi-Crisis Context—A Content Analysis
This paper aims to identify the motivational and
emotional states and uncover the underlying role of basic psychological needs of leaders that will facilitate them to handle organizational change in a
multi-crisis context. This study uses the qualitative research approach
of qualitative content analysis to investigate
leaders’ positive and negative motivational and emotional
experiences and the role of basic psychological needs during
change in a multi-crisis context. The study highlights the interplay between
motivation, emotional experiences, and the
fulfillment of basic psychological needs in leaders during amulti-crisis organizational change. Utilizing
self-determination theory, it provides
insights into how intrinsic and extrinsic motivators and demotivators,alongside positive and negative emotional
experiences, shape leaders’ responses to
organizational change. It underscores the importance of situational need-based
support in satisfying leaders’ basic
psychological needs, which, in turn, significantly impacts their
motivation and emotional states. The results highlight the need for
organizations to foster an environment of need-based support that facilitates these intrinsic motivators
and addresses potential demotivators. The study offers practical implications
on how organizations can enhance their
leaders
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