However, scores on the TAT are sometimes different than scores obtained
through self-report measures (Brunstein & Schmitt, 2004; Thrash, Elliot, &Schultheiss, 2007). This observation has led some researchers to suggest two
kinds of achievement motivation: an implicit motive we are not aware of (as
measured by the TAT) and a self-attributed orexplicit motive we can readily
describe (Brunstein & Maier, 2005; McClelland, 1989; Thrash & Elliot,
2002). Implicit achievement motivation might account for spontaneous ac-
tions, such as responding to a dart-throwing challenge at a party, whereasself-attributed motives come into play when we have time to ponder achieve-
ment options and decisions.
High Achievement Motivation Characteristics
What are people with high achievement motivation like? The original need
for Achievement researchers were not interested in all types of achievement
but only with entrepreneurial behavior. That is, they wanted to understand
and predict behavior in the business world rather than, for example, the
arts or sciences. Investigators soon discovered that people whose need for
Achievement was high do not always fit the stereotype of the highly success-
ful businessperson. For example, what would you guess about the need forAchievement level of a person who takes huge risks to get ahead, whose
goal is to succeed against high odds? You may be surprised to find that
such behavior is notindicative of a high need for Achievement. One of the
prominent features of high need achievers is that they are moderate risk ta-
kers. They want to succeed, but they also are highly motivated to avoid fail-ure. They take some risks, such as fairly secure business ventures with amoderate chance of failure. But they avoid large risks, such as placing most
of their money on a highly speculative investment despite potentially large
payoffs. People with strong achievement motivation are optimistic that their
decisions are correct and that they will succeed (Puca & Schmalt, 2001).
However, their desire to achieve prevents them from taking a large chance
on failure.
Predictably, people with a high need for Achievement tackle their
work with a lot of energy. But high need achievers don ’tw o r kh a r da te v -
erything. Rather, they limit their enthusiasm for tasks with a potential for
personal achievement. Routine and boring jobs hold no more interest for
high need achievers than they do for anyone else. But a job that requires
creativity and provides an opportunity to demonstrate what they can do
is very appealing.
High need achievers also prefer jobs that give them personal responsibil-
ity for outcomes. They want credit for success but also are willing to acceptblame for failure. In particular, high need achievers want concrete feedback
about their performance (Fodor & Carver, 2000). They want to find out
how good they are and how they compare to others. This observation helpsto explain why high need for Achievement people typically choose careers in
the business world. Some professionals rarely receive clear feedback on how
they are doing. For example, a social worker may never see clear evidencethat he or she is helping clients who pass through a community mental healthAchievement Motivation 185