Implicit motives and leadership performance revisited: What constitutes the leadership motive pattern?

Steinmann, Barbara; Dörr, Stefan L.; Schultheiss, Oliver C.; Maier, Günter W.

doi:10.1007/s11031-014-9458-6

Cited by 41 publications

(40 citation statements)

References 34 publications

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“…According to Steinmann et al [92], the use of single-item measures as dependent variables in research on motives is appropriate when three main conditions are met: (1) the construct of interest is sufficiently narrow, with (2) one main dimension that (3) is straightforward to the participants. This is in line with Wanous and Hudy [93] who suggest that when a construct has multiple dimensions, each dimension may be measured with a single item on the condition that the latter is reliable.…”

Section: Dependent Variablesmentioning

confidence: 99%

“…To assure that these items were reliable [93], appropriate [92], and valid [94], we conducted a series of pilot interviews during questionnaire development, and adopted careful backward translation procedures from Dutch to French and vice versa. Through such a pretesting phase, we could explicitly pay attention to wording, reducing item ambiguity [95].…”

Section: Dependent Variablesmentioning

confidence: 99%

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The Power Paradox: Implicit and Explicit Power Motives, and the Importance Attached to Prosocial Organizational Goals in SMEs

et al. 2017

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Abstract:We examine the fundamental tension between explicit and implicit power motives; and their combined impact on the importance attached to prosocial organizational goals in small businesses (SMEs). We show that key decision-makers with a dominant implicit power motive attach more importance to the prosocial goals of job creation and taking care of the environment in their businesses. However, we reveal that this positive relationship is moderated by their explicit power motive. Once decision-makers in SMEs consciously seek for power, the positive relationship is neutralized. With these results, we highlight the conceptual and methodological differences between implicit and explicit power motives. We could obtain these results because we developed and validated an innovative implicit motive measure-the Shortened Pictorial Attitude Implicit Association Test (SPA-IAT). Contrary to the currently available implicit motive measures, the SPA-IAT is fast and easy to use and analyze, which makes this novel instrument well suited for research in business settings.

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Section: Dependent Variablesmentioning

confidence: 99%

Section: Dependent Variablesmentioning

confidence: 99%

The Power Paradox: Implicit and Explicit Power Motives, and the Importance Attached to Prosocial Organizational Goals in SMEs

et al. 2017

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“…Early studies (e.g., McClelland and Boyatzis, 1982) found that effective leaders exhibited high levels of the need for power ( n Pow) and activity inhibition (AI), but low levels of the need for affiliation ( n Aff). However, evidence on the value of n Aff to leadership success has been steadily increasing over time (e.g., Kirkpatrick et al, 2002; Steinmann et al, 2015). …”

Section: Introductionmentioning

confidence: 99%

“…To analyze this combined impact, scholars have usually clustered these motives into dichotomous typological patterns based on pre-defined cut-off values instead of considering more statistically sound linear additive combinations (McClelland, 1992). Resuming work by Spangler and House (1991), Steinmann et al (2015) have only recently taken a dimensional approach in analyzing the combined impact of motives on successful leadership. Not only does a dimensional approach determine the extent to which each motive contributes to a certain outcome, but it also sheds light on the extent of their interplay.…”

Section: Introductionmentioning

confidence: 99%

“…He highlighted a trend toward less hierarchical, more team-based structures that stress the equality of leaders and followers (Burnham, 1997). Such structures demand more democratic leadership actions (Spangler et al, 2014), lateral considerate management (Steinmann et al, 2015), and empathy from leaders (Burnham, 1997). Leaders nowadays act like coaches and care more about their followers’ personal and professional advancement (Steinmann et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Need for Affiliation as a Motivational Add-On for Leadership Behaviors and Managerial Success

2016

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In a sample of 70 leader-follower dyads, this study examines the separate and interactive effects of the leaders’ implicit needs for power, achievement, and affiliation on leadership behaviors and outcomes. Results show that whereas the need for achievement was marginally associated with follower-rated passive leadership, the need for affiliation was significantly related to ratings of the leaders’ concern for the needs of their followers. Analyzing motive combinations in terms of interactive effects and accounting for the growing evidence on the value of affiliative concerns in leadership, we assumed the need for affiliation would channel the interplay among the needs for power and achievement in such a way that the leaders would become more effective in leading others. As expected, based on high need for achievement, the followers were more satisfied with their jobs and with their leaders and perceived more transformational leadership behavior if power-motivated leaders equally had a high need for affiliation. Moreover, the leaders indicated higher career success when this was the case. However, in indicators of followers’ performance, the three-way interaction among the needs for power, achievement, and affiliation did not account for additional variance.

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Attending to Clients' Psychological Needs During Career Construction Counseling

Sampaio

Cardoso²,

Rossier

et al. 2021

The Career Development Quart

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Attending to clients' psychological needs during career counseling merits more attention in career theory and practice. We describe how the elaboration of clients' needs during career construction counseling supports clients' problem formulation. After reviewing the literature on the psychology of needs, we present and illustrate an intervention strategy with a case example. Counseling vignettes from the initial counseling task of problem formulation illustrate how to facilitate clients' narrative symbolization of their emotional experiences and associated needs. We explain how this strategy contributes to deepening clients' understanding of their problems and facilitates both the rewriting of a career narrative and the construction of new career plans. Analysis of the possibilities and limits of this practice merits attention in career counseling process research.

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Implicit motives and leadership performance revisited: What constitutes the leadership motive pattern?

Cited by 41 publications

References 34 publications

The Power Paradox: Implicit and Explicit Power Motives, and the Importance Attached to Prosocial Organizational Goals in SMEs

The Power Paradox: Implicit and Explicit Power Motives, and the Importance Attached to Prosocial Organizational Goals in SMEs

Need for Affiliation as a Motivational Add-On for Leadership Behaviors and Managerial Success

Attending to Clients' Psychological Needs During Career Construction Counseling

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