Motivation to Lead, Motivation to Follow: The Role of the Self-Regulatory Focus in Leadership Processes

Kark, Ronit; Dijk, Dina Van

doi:10.5465/amr.2007.24351846

Cited by 616 publications

(635 citation statements)

References 98 publications

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“…Drawing on the self-regulatory focus theory and on self-concept based theories of leadership, Kark and Van Dijk (2007) developed a conceptual framework proposing that individuals' promotion foci, which represents the "ideal self" and focuses individuals and groups on their hopes, wishes, and aspirations, is likely to moderate the relationship between transformational leadership and creativity. In contrast, transactional and monitoring leadership is likely to enhance followers' prevention self-regulatory foci, which represents the "ought self" and focuses individuals and groups on their duties, obligations, and responsibilities and is likely to limit creativity at the individual and team level.…”

Section: Individual Level Studiesmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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Section: Individual Level Studiesmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

Self Cite

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“…From the findings above, this study can be concluded as follows: First of all, exporters emphasizing on prevention focus -which tend to be "risk-averse", concerned with duties and obligations, are likely to be sensitive to the presence or absence of punishments, and use avoidance as a goal attainment strategy -and exporters emphasizing on promotion FourA 2016 13001 (2017) focus, which is wanting to benefit from high energy and to develop the advantage of creative behaviors [9,10], will have intention to form relationships with their partners, produce some innovation, increase the export performances, and develop its absorptive capacity at the same time. Secondly, it is important for exporters to have customer orientation or competitor orientation simultaneously.…”

Section: Resultsmentioning

confidence: 99%

“…On the other hand, exporters with stronger chronic prevention focus are more to be "risk-averse" [8,11]. Furthermore, the purpose of the prevention focus is wanting to avoid the chance of illness or assure their safety and security, to maintain routines, and to preserve the status quo [9,10]. Therefore, these exporters will have intention to form relationships with their partners, produce some innovation, increasing the export performances, and developing its absorptive capacity at the same time.…”

Section: The Effect Of Regulatory Focusmentioning

confidence: 99%

“…Each regulatory focus influences the nature and magnitude of the people's emotional experience and affects the perception, decision making, and also individuals' behaviors and performances [3,4,7]. As for the context of export, exporters with stronger chronic promotion concern tend to be more "risk-taker", wanting to benefit from high energy and to develop the advantage of creative behaviors [7][8][9][10]. On the other hand, exporters with stronger chronic prevention focus are more to be "risk-averse" [8,11].…”

Section: The Effect Of Regulatory Focusmentioning

confidence: 99%

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The impacts of the antecedents on absorptive capacity and export performance: a meta-analytic review

Permatasari

2017

SHS Web Conf.

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Abstract. Although exporting performance and absorptive capacity, with its relevant antecedents have been studied extensively, rare of them have integrated these variables into a more comprehensive framework. Not only this study aims to synthesize extant knowledge on the subject based on meta-analysis and empirical verify the influences of absorptive capacity on export performance, but also the antecedents of absorptive capacity are evaluated. The assessment reveals that: all hypotheses are supported and the antecedents of absorptive capacity have small-to-medium effects size with positive relationship.

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“…support from major users and other agents) for the development of the new technology. Evidence from the literature [17] suggested that senior management can be role models and their behaviour and statements can strongly shape employees' beliefs about what is important for the organisation [29,30]. Therefore, ensuring the necessary resources are provided for the development of the technology will indicate the importance of the project for the entire organisation.…”

Section: Significant Input From Production Personnelmentioning

confidence: 99%

The development of a Human Factors Readiness Level tool for implementing industrial human-robot collaboration

Charalambous

Fletcher

Webb

2017

Int J Adv Manuf Technol

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The concept of industrial human-robot collaboration (HRC) is becoming increasingly attractive as a means for enhancing manufacturing productivity and product. However, due to traditional preventive health and safety standards, there have been few operational examples of true HRC, so it has not been possible to explore the organisational human factors that need to be considered by manufacturing organisations to realise the benefits of industrial HRC until recently. Charalambous, Fletcher and Webb (2015) made the first attempt to identify the key organisational human factors for the successful implementation of industrial HRC through an industrial exploratory case study. This work enabled (i) development of a theoretical framework of key organisational human factors relevant to industrial HRC and (ii) identification of these factors as enablers or barriers. Although identifying the key organisational human factors (HF) was an important step, it presented a crucial question: when should practitioners involved in HRC design and implementation consider these factors? New industrial processes are typically designed and implemented using a maturity or readiness evaluation system, but these do not incorporate of or link to any formal considerations of HF. The aim of this paper is to expand on the previous findings and link the key human factors in the theoretical framework directly to a recognised industrial maturity readiness level system to develop a new Human Factors Readiness Level (HFRL) tool for system design practitioners to optimise successful implementation of industrial HRC.

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Motivation to Lead, Motivation to Follow: The Role of the Self-Regulatory Focus in Leadership Processes

Cited by 616 publications

References 98 publications

Creative Leadership: A Multi-Context Conceptualization

Creative Leadership: A Multi-Context Conceptualization

The impacts of the antecedents on absorptive capacity and export performance: a meta-analytic review

The development of a Human Factors Readiness Level tool for implementing industrial human-robot collaboration

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