1. Rethinking Motivation to Lead: Towards a Theory of Leader Motivation
- Author
-
Bible, Scott Christopher
- Subjects
- Management, Organizational Behavior, Personality Psychology, Psychology, Motivation to Lead, MTL, Leadership, Leader Emergence, Intentions to Lead
- Abstract
Leadership and strategic choice play an important role in organizations (Ali et al., 2022). How leaders make decisions to exploit and expand the resources of the firm to create and maintain a strategic advantage is one of the most important resources a firm possesses (Quigley & Graffin, 2017). Given that not all leaders are effective in developing and implementing strategy (Wang et al., 2016), there is a need to identify the factors that lead to these differences in performance. Prior research has examined leadership behaviors that focus on the observable behaviors of leaders that lead to effective form performance (Yukl, 2008). In addition to this, studies have found that a leader’s effectiveness influences the organization’s culture (Akdere & Egan, 2020). However, less is known about why leaders engage in leadership roles in the first place. Past research has looked at the distal and proximal antecedents of leader motivation which has led to confusion and mixed results (Chan & Drasgow, 2001). This calls the measurement scale into question as to its content validity. There are two constructs related to the process of leader emergence (Kennedy et al., 2021), intentions and motivation, and both are distinct constructs that should be measured as separately. In this study, exploratory factor analysis is used to determine the dimensionality and structure of leadership motivation to move research towards a theory of leader motivation. This study contributes by developing a new measure to determine the dimensionality and structure of leadership motivation and intentions to lead.
- Published
- 2024