Abraham Maslow Theory

Abraham Maslow
Josephine Averitt, Kristen Coltrin, Maria Juarez, Isaac Moore, and Alysha Walker
Boise State University Abraham Maslow
Abraham Harold Maslow developed a strong positivistic mindset notwithstanding the sad and frustrating experiences of his early life. Maslow was born on April 1, 1908 as the eldest of the seven children of Samuel and Rose Maslow in Brooklyn, New York. His parents were Jewish immigrants from Russia who were poor and uneducated. Maslow had various problems within his own home. He was raised in a multiethnic neighborhood being the sole Jewish boy. Maslow was a victim of rampant anti-Semitism and was bullied by other boys because of his religion. (The Famous People, 2017) Maslow’s family was

Both Rogers and Maslow believed in a humanistic approach to therapy, but each had their own take on it (McLeod, 2007). Maslow was an optimist in a vocation that tended to focus on the negative aspects of human behavior. By extensively studying people who were happy and seemed to be fulfilling their potential, he was able to determine what he thought were key needs for every human being. He conceived the Hierarchy of Needs and believed that humans possess a limitless potential for

Intrinsic values was his last addition, and because it was released so closely to his death, it has not received as much attention (Guest, 2014). In an article titled “Maslow’s Hierarchy of Needs – the sixth level,” Hazel Guest explains that Maslow thought of those who had already achieved self-actualization and wondered what would motivate them. “In seeking an answer, he came up with motivation by intrinsic values such as truth, goodness, beauty, perfection, excellence, simplicity, elegance, and so on” (Guest, 2014, p. 982).
During his life and in modern days, Maslow’s Hierarchy has been used to enhance leadership in business settings. Many motivational enterprises have taken the Hierarchy of Needs and adapted them to teach leaders how to help their employees achieve a high level of motivation. A company named Ovation Incentives trains that “an employee needs their basic needs such as their salary and work conditions to be fulfilled first before reaching high level needs such as feeling part of something bigger within an organization” (Stead,