n spite of all that’s known about motivation, many leaders and managers continue to misunderstand it and fail to make good use of its true nature. We make assumptions about what drives people, and often times, fail to understand their true (and often hidden) needs. Motivation is a theoretical construct used to explain behavior, the reasons for people’s actions, desires, and needs. Motivation is what causes a person to want to repeat a behavior—as when we form new habits.
