spondents at technical, managerial and institutional levels in organisations indicates
different attitudes towards inspiration at work. Whilst for technical level employees
inspiration at work helps in dealing with monotonous routine and stress, and is seen
as enhancing individual performance, for managers, and especially senior managers, it
is perceived more as a useful device which can be utilised to deal with the ever
increasing complexity of the organisational context. While senior managers are
expected to lead and inspire the ranks, intriguingly they indicated an unremitting need
to be inspired or to have inspiration in their occupation. However, in senior
management’s view, inspiration in other employees is inextricably linked with and
complementary to motivation, and requires to be controlled, whilst directing
employees towards planned targets.