Hersey, P., & Blanchard K.
(1977).
Management of Organizational Behavior : Utilizing Human Resources.
"In our society today, there is almost a built-in expectation in people that physiological and safety needs will be fulfilled. In fact, most people do not generally have to worry about where their next meal will come from or whether they will be protected from the elements or physical danger. They are now more susceptible to motivation from other needs: People want to belong, be recognized as 'somebody', and have a chance to develop to their fullest potential. As William H. Haney has said:
'The managerial practice, therefore, should be geared to the subordinate's current level of maturity with the overall goal of helping him to develop, to require progressively less external control, and to gain more and more self-control. And why would a man want this? Because under these conditions he achieves satisfaction on the job at all levels, primarily the ego and self-fulfillment levels, at which he is the most motivatable.' " (p. 182)
Hennig, M., & Jardim A.
(1977).
The managerial woman.
"It is healthy and natural for all persons, men and women, to live directly in both the instrumental and the affective worlds. The best example we can give to explain what we are talking about is to quote the man who said, 'My boss is the best boss I've ever had. When you go in there and she criticizes your work she makes sure you leave feeling you are a good and valuable person who wrote a bad report.'"
Hanson, D. S.
(1996).
A Place to Shine: Emerging from the Shadows at Work.
"After thirty years of practicing the art of leadership and listening to the students in my classes talk about their work, I have concluded that in order to shine in our work, we must be given the opportunity to love as well as to work. And both in the same place. We need to feel that we have the freedom to create, to develop our special gifts in ways that are unique to our calling. But we must also be given the opportunity to connect our gifts with others, to feel that our gifts, and thus our very selves, are confirmed by others who care about us."
Herr, P.
(2009).
Primal Management: Unraveling the Secrets of Human Nature to Drive High Performance.
"Leaders who help employees master their professions provide a vital mental-health service because the penalty for being deemed incompetent is chronic, unremitting pain. As I said before, incompetency is not an option for skill-based creatures such as ourselves. Human beings are not designed to be lazy malingerers. Rather, we are designed to struggle, strive, and master the survival skills of the group." (p. 142)
Hirschorn, L.
(1993).
The Psychodynamics of Organizations.
(
Howell S. Baum, Eric L. Trist, James Krantz, Carole K. Barnett, Steven P. Feldman, Thomas N. Gilmore, Laurence J. Gould, Larry Hirschorn, Manfred F.R. KetsDeVries, Laurent Lapierre, Howard S. Schwartz, Glenn Swogger, David A. Thomas, Donald R. Young, Abraham Zaleznik, Michael A. Diamond, Ed.).
"A wide variety of approaches that guide investigation of organizational life have openly and strongly challenged the assumption that organizations behave as rational systems." (p. xiv)