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This book challenges traditional motivation tactics and introduces a new science of leading and engaging people. It explains how to move beyond external rewards to foster sustainable, optimal motivation.
Susan Fowler argues that leaders should stop trying to motivate people because individuals are already motivated, albeit often in superficial ways. The book outlines an optimal motivation process based on self-determination theory, helping leaders shift from a transactional approach to one that fosters genuine engagement and fulfillment in the workplace. It includes insights on hybrid work, gamification risks, and the backstory of the Great Resignation.
This book challenges traditional motivation tactics and introduces a new science of leading and engaging people. It explains how to move beyond external rewards to foster sustainable, optimal motivation.
Susan Fowler argues that leaders should stop trying to motivate people because individuals are already motivated, albeit often in superficial ways. The book outlines an optimal motivation process based on self-determination theory, helping leaders shift from a transactional approach to one that fosters genuine engagement and fulfillment in the workplace. It includes insights on hybrid work, gamification risks, and the backstory of the Great Resignation.
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