Early leadership studies produced significant research findings that have helped differentiate between leader and follower personal attributes and their consequent behaviors (SEDL, 1992), but little attention was given to the follower's contribution to the leadership process. This study represents a continuation of research by Henderson, Antelo, & St. Clair on the process model of leadership begun in 2006. Initial research efforts concentrated on leader-held attributes that contribute to the process. Research in work group motivation indicates that individual worker motivation influences performance and productivity; thus, leaders seek to understand what motivates followers to reach extraordinary performance. Employees, however, respond in a variety of ways to their jobs and their organizations' practices. A paramount task for the leader is to determine what factors impact work motivation. The idea is based on the premise that individual attributes are brought to the workplace by each member of the group. The concept of individual differences involves personal needs, values, attitudes, interests, and abilities people bring to their jobs. Job characteristics refer to the nature of the position determining its limitations and challenges. Organizational practices are the rules, policies, managerial practices, and reward systems of the organization. This complexity is increased with the construct of motivation, which is understood as the process that moves a person toward a goal. In consequence, "motivated behaviors are voluntary choices controlled by the individual employee." The leader, therefore, attempts to influence the factors that motivate employees.