Part 2: Motivation & Empowerment2. read the attachment (levels of initiative) and then:a. Identify and explain at least three differences between extrinsic and intrinsic motivators/ rewards.b. Referring to the attachment (levels of initiative), explain why higher levels of initiative (leadership) require intrinsic motivators rather than extrinsic motivators.c. Using the theories and language in chapter 8 in the textbook, explain your external motivation and internal motivation. Please include the elements language of the theories chosen. d. One major objective for this assignment is self assessment of your level of initiative (leadership vs management within your organization department context. What is your level of initiative according to the attachment? Please include a specific improvement plan how will you take greater initiative even if external rewards are not present internal rewards only? Freedom and Power in Peopleto chooseMeaningCreative excitementLEADERSHIPLoveHeartfelt commitmentDutyCheerful cooperationRewardWilling complianceFearMalicious obedienceMANAGEMENTAngerRebel or QuitText Predictions: OnO Focus7. Sharpening the Saw The vertical axis represents employees' motives (anger, fear, rewards, etc.). The first threemotives are external in nature. We are angry at people, situations, fearful of losingopportunities, job security, and/or focused on achieving rewards. In other words, we have notexercised our freedom to develop our self-awareness (talents, desires, purposes, conscience) orour imagination to be the type of person/employee/boss WE choose to be.We are at lower levels of emotional maturity and dependent on others. In organizations, we arefocused on the desires of management without regard to our own responsibility to becomewho we need to be. Leadership starts with cheerful cooperation because we have achieved"private victories" and now wish to achieve "public victories" with other people, groups, etc.Only independent people can become interdependent. Dependent people lack the security,strength, self-knowledge, and willpower to work effectively with others. Their attitude is "youmust", “I can't", “you did it to me", "you won't allow me" etc. Independent people thinkdifferently. They say "I'll find a solution", "I'll study the situation, ask questions", "I takeresponsibility", "I'm in charge of my life", etc.The more we exercise our personal freedom to choose/act (versus being acted upon by othersmanaged), the greater our power and freedom becomes. People who are emotionallydependent believe "the problem is out there" but the issue with this thinking is that "thesolution is out there" as wellI, leaving us to feel helpless, powerless, angry, and fearful of whatwill happen next.O FocuswordsText Predictions: On7. Sharpening the Saw"This is the habit of renewal...It circles and embodies all the other habits. It is the habit of

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Part 2: Motivation & Empowerment2. read the attachment (levels of initiative) and then:a. Identify and explain at least three differences between extrinsic and intrinsic motivators/ rewards.b. Referring to the attachment (levels of initiative), explain why higher levels of initiative (leadership) require intrinsic motivators rather than extrinsic motivators.c. Using the theories and language in chapter 8 in the textbook, explain your external motivation and internal motivation. Please include the elements language of the theories chosen. d. One major objective for this assignment is self assessment of your level of initiative (leadership vs management within your organization department context. What is your level of initiative according to the attachment? Please include a specific improvement plan how will you take greater initiative even if external rewards are not present internal rewards only? Freedom and Power in Peopleto chooseMeaningCreative excitementLEADERSHIPLoveHeartfelt commitmentDutyCheerful cooperationRewardWilling complianceFearMalicious obedienceMANAGEMENTAngerRebel or QuitText Predictions: OnO Focus7. Sharpening the Saw The vertical axis represents employees' motives (anger, fear, rewards, etc.). The first threemotives are external in nature. We are angry at people, situations, fearful of losingopportunities, job security, and/or focused on achieving rewards. In other words, we have notexercised our freedom to develop our self-awareness (talents, desires, purposes, conscience) orour imagination to be the type of person/employee/boss WE choose to be.We are at lower levels of emotional maturity and dependent on others. In organizations, we arefocused on the desires of management without regard to our own responsibility to becomewho we need to be. Leadership starts with cheerful cooperation because we have achieved&#34;private victories&#34; and now wish to achieve &#34;public victories&#34; with other people, groups, etc.Only independent people can become interdependent. Dependent people lack the security,strength, self-knowledge, and willpower to work effectively with others. Their attitude is &#34;youmust&#34;, “I can't&#34;, “you did it to me&#34;, &#34;you won't allow me&#34; etc. Independent people thinkdifferently. They say &#34;I'll find a solution&#34;, &#34;I'll study the situation, ask questions&#34;, &#34;I takeresponsibility&#34;, &#34;I'm in charge of my life&#34;, etc.The more we exercise our personal freedom to choose/act (versus being acted upon by othersmanaged), the greater our power and freedom becomes. People who are emotionallydependent believe &#34;the problem is out there&#34; but the issue with this thinking is that &#34;thesolution is out there&#34; as wellI, leaving us to feel helpless, powerless, angry, and fearful of whatwill happen next.O FocuswordsText Predictions: On7. Sharpening the Saw&#34;This is the habit of renewal...It circles and embodies all the other habits. It is the habit of

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