by Peter Boltersdorf
The motive POWER quite often is the focal point of social observation. Many people believe that this motive accounts for the pivotal theme in management.
权力常常是社会观察的焦点。许多人认为，这一动机是管理中的核心主题。
It is correct, that this motive offers a clear conclusion whether a person basically likes to make statements, take decisions in regards to others and whether he or she needs responsibility and leadership. All these factors are supposed to achieve a perceptible impact on others and, in many cases, achieve this quickly.
这是正确的，这个动机提供了一个明确的结论，即一个人是否基本上喜欢发表言论，对他人做出决定，以及他或她是否需要责任感和领导力。所有这些因素都应该对其他人产生明显的影响，而且在许多情况下，很快就能实现。
This is the ‚consultant’ in the classical sense, who tells others what to do.
这是古典意义上的“顾问”，他告诉别人该怎么做。
This however, is only one side (red) of the expression of the motive according to the LUXXprofile.
然而，根据LUXXprofile，这只是动机表达的一面（红色）。
We can find quite the opposite on the other side of the scale (blue). We often meet the ‘service provider’ here. Many people with a low score on the POWER motive usually do not make decisions in open situations. They rather prefer to carry out decisions made by others. This is the reason they genuinely ask: “What can I do for you?” The true message behind this question is: “I am not sure what I am supposed to do, please explain it to me.” Furthermore, people with a low score usually act once they have sufficient knowledge in regards what to do and what not to do.
我们可以在天平的另一边找到完全相反的部分（蓝色）。我们经常在这里遇到“服务提供商”。许多权力动机得分较低的人通常不会在公开场合下做出决定。他们宁愿执行别人的决定。这就是为什么他们会真诚地问：“我能为你做些什么？“这个问题背后真正的信息是：“我不知道我应该做什么，请给我解释一下。”此外，分数低的人通常在知道该做什么和不该做什么时才会采取行动。
Conclusion: When a person is required to make decisions and exercise leadership in many occasions, a high (red) score on the motive POWER is helpful. In the case of a comprehensive requirement for ‘service provision’ a blue, or low score is a good basis.
结论：当一个人在许多场合需要做决定和行使领导权时，在权力方面的高分（红色）是有帮助的。如果对“服务提供”有全面要求，蓝色或低分是一个良好的基础。