Nonprofit managers' motivational styles: a view beyond the intrinsic-extrinsic dichotomy

Contemporary nonprofit management research generally assumes that nonprofit managers are intrinsically motivated and has disproportionally emphasized the importance of intrinsic motivation. This is misleading as individuals can be simultaneously propelled by both extrinsic and intrinsic factors. By...

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Main Author: Chen, Chung-An
Other Authors: School of Humanities and Social Sciences
Format: Article
Language:English
Published: 2016
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Online Access:https://hdl.handle.net/10356/80600
http://hdl.handle.net/10220/40573
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Institution: Nanyang Technological University
Language: English
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spelling sg-ntu-dr.10356-806002020-03-07T12:10:37Z Nonprofit managers' motivational styles: a view beyond the intrinsic-extrinsic dichotomy Chen, Chung-An School of Humanities and Social Sciences motivational styles intrinsic motivation extrinsic motivation self-determination theory Contemporary nonprofit management research generally assumes that nonprofit managers are intrinsically motivated and has disproportionally emphasized the importance of intrinsic motivation. This is misleading as individuals can be simultaneously propelled by both extrinsic and intrinsic factors. By testing variables from the NASP-III data set and employing self-determination theory (SDT), the author obtained the following findings. First, nonprofit managers’ motivational styles fall into five different categories as suggested in SDT. Second, their external motivation (e.g., a desire for pay and security), a type of extrinsic motivation, is not necessarily weaker than their intrinsic motivation. Finally, the five categories vary in their relationships with their job satisfaction, job involvement, and pride working for the current organization. The author urges scholars to pay more attention to nonprofit managers’ multidimensional motivational styles. Accepted version 2016-05-27T05:22:23Z 2019-12-06T13:53:01Z 2016-05-27T05:22:23Z 2019-12-06T13:53:01Z 2013 Journal Article Chen, C.-A. (2014). Nonprofit managers' motivational styles: a view beyond the intrinsic-extrinsic dichotomy. Nonprofit and Voluntary Sector Quarterly, 43(4), 737-758. 0899-7640 https://hdl.handle.net/10356/80600 http://hdl.handle.net/10220/40573 10.1177/0899764013480565 en Nonprofit and Voluntary Sector Quarterly © 2013 The author. This is the author created version of a work that has been peer reviewed and accepted for publication in Nonprofit and Voluntary Sector Quarterly, published by SAGE Publications on behalf of the author. It incorporates referee’s comments but changes resulting from the publishing process, such as copyediting, structural formatting, may not be reflected in this document.  The published version is available at: [http://dx.doi.org/10.1177/0899764013480565]. 32 p. application/pdf
institution Nanyang Technological University
building NTU Library
country Singapore
collection DR-NTU
language English
topic motivational styles
intrinsic motivation
extrinsic motivation
self-determination theory
spellingShingle motivational styles
intrinsic motivation
extrinsic motivation
self-determination theory
Chen, Chung-An
Nonprofit managers' motivational styles: a view beyond the intrinsic-extrinsic dichotomy
description Contemporary nonprofit management research generally assumes that nonprofit managers are intrinsically motivated and has disproportionally emphasized the importance of intrinsic motivation. This is misleading as individuals can be simultaneously propelled by both extrinsic and intrinsic factors. By testing variables from the NASP-III data set and employing self-determination theory (SDT), the author obtained the following findings. First, nonprofit managers’ motivational styles fall into five different categories as suggested in SDT. Second, their external motivation (e.g., a desire for pay and security), a type of extrinsic motivation, is not necessarily weaker than their intrinsic motivation. Finally, the five categories vary in their relationships with their job satisfaction, job involvement, and pride working for the current organization. The author urges scholars to pay more attention to nonprofit managers’ multidimensional motivational styles.
author2 School of Humanities and Social Sciences
author_facet School of Humanities and Social Sciences
Chen, Chung-An
format Article
author Chen, Chung-An
author_sort Chen, Chung-An
title Nonprofit managers' motivational styles: a view beyond the intrinsic-extrinsic dichotomy
title_short Nonprofit managers' motivational styles: a view beyond the intrinsic-extrinsic dichotomy
title_full Nonprofit managers' motivational styles: a view beyond the intrinsic-extrinsic dichotomy
title_fullStr Nonprofit managers' motivational styles: a view beyond the intrinsic-extrinsic dichotomy
title_full_unstemmed Nonprofit managers' motivational styles: a view beyond the intrinsic-extrinsic dichotomy
title_sort nonprofit managers' motivational styles: a view beyond the intrinsic-extrinsic dichotomy
publishDate 2016
url https://hdl.handle.net/10356/80600
http://hdl.handle.net/10220/40573
_version_ 1681048982968598528