How does Dan Ink relate to transformational leadership based on the summary below please give unique detailed feedback

DAN PINK: THE PUZZLE OF MOTIVATION

Dan Pink introduces The Candle Problem attaching a candle to a wall with a box of thumbtacks and matches to that it doesnt drip. 2 groups try to solve the problem one is told they are timing to discover norms, while the other is given money if they are in the top 25%. This test consistently shows that the group being given money is 3minutes slower than the other. Other research over 40 years backs up the idea that for most tasks you cant incentivize people to perform better with money. This is one of the most robust findings from social science, but also the most ignored. There is a mismatch between what science knows and what business does. Extrinsic motivators do however work well for 20th century tasks with manual work and simple solutions. The reward narrows their focus towards the answer, and pushes them to solve it quicker. But most modern professionals dont do this kind of work, they do much more complicated tasks with no easy answer. An MIT study found a similar result for simple mechanistic tasks a reward improved their performance, but if they required ANY kind of cognitive function the higher reward decreased performance. Modern psychology is leaning more towards intrinsic motivators the desire to do more for personal reasons. In the business setting it revolves around autonomy the desire to direct our own lives mastery the urge to get better, or develop skills and purpose the need to do what we do for reasons bigger than ourselves. Dans talk focuses on autonomy. Management is an example that improves compliance, but decreases autonomy for most workers. Modern approaches can increase autonomy giving people a personal project. Atlassian for example is a software company that makes engineers take a day off their normal work to develop whatever they want as long as it is unrelated to their normal work and they deliver something by the end of the day. This approach was so successful that they adopted Googles famous approach, which lets people allocate 20% of their time to personal projects. Around half of Googles new products come from engineers personal projects