Presentation "COACHING FOR RESILIENCE - LEADERSHIP DEVELOPMENT UTILIZING CONCEPTS OF MEANING AND MOTIVATION" on November 1, 2013 at the International Leadership Association Global Conference, Montreal, Canada.
Thomas mengel coaching for resilience - leadership development utilizing concepts of meaning and motivation
1. COACHING FOR RESILIENCE - LEADERSHIP DEVELOPMENT UTILIZING CONCEPTS OF MEANING AND
MOTIVATION
Abstract:
Resilience is the ability to bounce back after a critical blow or crisis. It includes the motivation to rise
from the ashes and to (re-)engage in meaningful living. Hence, developing resilience is crucial for both
individuals and organizations. In this presentation, I will demonstrate how understanding human
motivation in general and the Reiss Motivation Profile in particular can be utilized to coach for more
resourceful resilience in leadership development.
Summary:
Resilience is the ability to bounce back after a critical blow or crisis. It includes the motivation to rise
from the ashes (Masten, 2009). Motivation addresses the initiation, intensity, and persistence of human
behavior (Geen, 1995). Understanding and being able to influence the factors that initiate, sustain, and
change human behavior, are crucial to understanding and building resilience in particular as well as to
leadership development in general. Developing resilience is crucial for both individuals and
organizations.
Interestingly, Maslow’s (1943) theory of motivation, although based on the often disputed
psychodynamics introduced by Freud and Adler, still has a strong influence on leadership and leadership
development (Shriberg, Shriberg, & Kumari, 2005). Surprisingly, the importance of Frankl’s (1959)
research on “Man’s search for meaning”, and of Reiss’ (2000) presentation of “The 16 basic desires that
motivate our actions” has not yet been fully recognized (Mengel, 2008). Frankl’s and Reiss’ work lead
beyond Freud’s and Adler’s emphasis on pleasure and power and they set a new scholarly milestone
based on scientific study rather than on an intuitive understanding and development of concepts of
motivation. The human “Will to meaning”, the centerpiece of Frankl's (1988) motivational theory, and
its application within Frankl's Existential Analysis, can serve as one significant component of building
resilience and developing leadership.
In particular, based on Frankl’s work Gary T. Reker (1996) has developed a scientific instrument –
Sources of Meaning Profile (SOMP) – which allows individuals to identify and prioritize the following
areas of meaningful engagement and value actualization:
Leisure activities
Meeting basic needs
Creative activities
Personal relationships
Personal achievement
Personal growth
2.
Religious activities
Social causes
Altruism
Enduring values/ideals
Traditions & Culture
Legacy
Financial security
Humanistic concerns
Hedonistic activities
Material possessions
Relationship with nature
Similarly, Reiss' (2000, 2008) model of 16 basic desires is only slowly finding its way into motivational
theory in general and into leadership and leadership development in particular. The 16 motivators, goals
and values include:
Acceptance (the desire to avoid criticism and rejection),
Beauty (the desire for beauty and aesthetic appeal),
Curiosity (the desire for truth and knowledge),
Eating (the desire for a variety of food),
Family (the desire to raise children and to nurture),
Expedience (the desire for purposefulness),
Idealism (the desire for social justice),
Interdependence (the desire for interdependence),
Order (the desire for structure),
Physical Exercise (the desire to move one’s muscles),
Power (the desire for influence of will,
Saving (the desire to collect),
Social Contact (the desire for friendship),
Status (the desire for prestige),
Tranquility (the desire for inner peace), and
Vengeance (the desire to get even).
Given that the resulting Reiss Motivational Profile is a scientifically based profile of human desires and
strivings, this approach can effectively complement Frankl's existential approach in the context of
building resilience and of leadership development.
This presentation will first introduce these two approaches to motivation and discuss how they may
serve as a basis for meaningful leadership practice and development. In particular, it will show how the
Sources of Meaning Profile (SOMP; Reker, 1996), a scientifically developed instrument based on Frankl's
work, allows individuals to identify and prioritize areas of meaningful engagement and value
actualization. Furthermore, the presentation will demonstrate how the Reiss Motivational Profile (RMP)
and the respective strivings and values of an individual may allow for a 'balanced' evaluation of
capacities for resilience and leadership. Both, the SOMP and the RMP-strivings and values, are
integrated into a coherent leadership development and coaching process based on an Existential and
3. Motivation Analysis. Finally, the application of the Existential and Motivation Analysis will be described
presenting the case of the coaching client Sam Someone.
References:
Frankl, V. E. (1959). Man’s search for meaning: An introduction to logotherapy. Boston, MA: Beacon Press.
Frankl, V. E. (1969). The will to meaning: Foundations and applications of logotherapy. New York, NY: The World
Publishing Company.
Geen, R. G. (1995). Human motivation: A social psychological approach. Belmont, CA: Cole.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, pp. 370-396.
Masten, A. S. (2009). Ordinary Magic: Lessons from research on resilience in human development. Education
Canada. Canadian Education Association, 49 (3): 28–32.
Mengel, T. (2008). Motivation. in: Gosling, J. and Martura no, A. (eds.) (2008). Key Concepts in Leadership Studies.
Milton Park, Oxfordshire, UK: Routledge. pp. 111-114.
Reiss, S. (2000). Who am I? -The 16 basic desires that motivate our behavior and define our
personality. New York: Jeremy P. Tarcher/Putnam.
Reiss, S. (2008). The normal personality - A new way of thinking about people. Cambridge; New York:
Cambridge University Press.
Reker, G. T. (1996). Manual – Sources of Meaning Profile Revised. Peterborough, Ontario, Canada:
Student Psychologists Press.
Shriberg, A., Shriberg, D. L., & Kumari, R. (2005). Practicing leadership. Principles and applications (3rd
ed.). Hoboken, NJ: John Wiley & Sons.
4. COACHING FOR RESILIENCE
–
LEADERSHIP DEVELOPMENT UTILIZING
CONCEPTS OF MEANING AND MOTIVATION
Thomas Mengel, PhD
Professor of Leadership Studies, University of New Brunswick;
CEO, Reiss Profile Canada Corp.
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5. Overview
• Meaning and Motivation: Values (Viktor
Frankl) and desires (Steven Reiss)
• Existential and Motivational Analysis
(EMotiAn) – The Case of Sam Someone
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6. Viktor Frankl: “Man’s Search for Meaning”
(1985)
Frankl suggested that we discover meaning
• in what we do by realizing creative values (e.g.,
creating something at work or in our learning
environment),
• in what we experience by realizing experiential values
(e.g., experiencing meaningful relationships in our
personal and professional lives), and
• in what we believe and think by realizing attitudinal
values (e.g., developing new and healthy attitudes
when suffering professional setbacks or personal
crises).
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7. Gary T. Reker (1996): Sources of Meaning
Profile (SOMP)
to identify and prioritize the following areas of
meaningful engagement and value actualization:
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Leisure activities
Meeting basic needs
Creative activities
Personal relationships
Personal achievement
Personal growth
Religious activities
Social causes
Altruism
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Enduring values/ideals
Traditions & Culture
Legacy
Financial security
Humanistic concerns
Hedonistic activities
Material possessions
Relationship with nature
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9. 16 basic desires (strivings) based on Reiss 2000
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10. 16 basic desires (strivings) based on Reiss 2000
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11. Sam Someone
Sam came into a self leadership seminar trying to better
understand his current frustrations about life and
leadership and to identify what to do about them.
• 35 year old manager of a sales-team in major
insurance company.
• married and has two children at the age of 5 and 7.
• degree in social work and a teacher certificate.
• Because he could not find work in his trained
profession he started selling insurances and worked
his way up into his current position.
• While he is quite successful and earmarked by his
superiors as a high potential, he does not feel to be ‘at
the right spot’.
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12. Strivings and values of Sam Someone (Based on Reiss, 2000)
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13. Sources of Meaning Profile of Sam Someone
(Based on Reker, 1996)
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14. Potential areas of tension for Sam Someone
Sam’s desires, values,
sources of meaning
Requirements of Sam’s
professional context
Thinking, theory, learning about
many things
Practical knowledge, focused on
financial management
Service orientation, participative
leadership
Directive leadership, goal and
achievement orientation
Time for family, work-life balance
Long hours, extensive travelling,
career-orientation
Engagement in community projects
(church and village)
Long hours, extensive travelling,
career-orientation
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15. Context, desires and values of Sam Someone
However, Sam also realized that his professional context
was conducive to satisfying the following desires and
living the respective values:
• Enjoying meaningful relationships with colleagues and
customers
• Helping customers and team members to achieve financial
security
• Figuring out innovative solutions for customers and his sales
team members
• Securing a livelihood for himself and his family
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16. Two main options of self and leadership development
forSam Someone
• Transitioning into a corporate training department
• Exploring leadership opportunities in community
based non-profit organizations
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17. Selected option
•
•
•
•
Conversations between Sam, HR, and VP sales
Transitioning into a corporate training department
Senior Coach, Director of mentoring program
Exploring leadership opportunities in community based
non-profit organizations as a future option
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18. References and contacts
Frankl, V. (1985). Man’s Search for Meaning. Pocket Books, New York
Mengel, T. (2012). ‘High Potential’ can be deceiving – Utilizing the Reiss
Motivational Profile® in HR and Leadership Development. FMI Journal
June 2012.
Mengel, T. (2012). Leading with ‘emotional’ intelligence – Existential and
Motivational Analysis in leadership and leadership development. Journal
on Educational Psychology 5(4):24-31.
Reiss, S. (2008). The Normal Personality. A New Way of Thinking About
People. Cambridge University Press, New York.
Reiss, S. (2000). Who am I? The 16 Basic Desires That Motivate Our
Actions and Define Our Personality. Berkley Books, New York.
Reker, G. T. (1996). Manual-Sources of Meaning Profile-Revised. Student
Psychologists Press, Peterborough.
tmengel@unb.ca; www2.unb.ca/~tmengel; www.reissprofile.ca
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