Personality and Leadership Intention

Abstract

Abstract. Although personality traits have long been established as important predictors for leadership, the mechanisms that mediate the relation are relatively unclear. The present studies investigated Motivation to Lead as a multifaceted construct describing an individual’s striving for leadership. In two studies, employees and students (n1 = 380, n2 = 176) were assessed for personality traits, Motivation to Lead, and their leadership intentions. Applying multiple mediation analyses, indirect effects for two facets were identified: affective Motivation to Lead and avoidance of leadership. The results suggested that extraverted, emotionally stable, and open individuals aspire to be leaders because they enjoy leading others and they associate less fear of failure with the role. Further support was lent to theoretical models of leadership emergence and development. In terms of practical implications, the relevance of motives for promotion and training is illustrated. Motives may change with training and coaching, whereas traits remain relatively stable.

Taking an Interest in Taking the Lead: The Influence of Vocational Interests, Leadership Experience and Success on the Motivation to Lead

“…Therefore, this study extends prior work presented by Chan et al () and Chan and Drasgow (), who either focus only on the link between interests and MtL or only on the link between leadership experience, self‐efficacy, and MtL. Importantly, this study focuses on the affective component of MtL (a‐MtL) as this component shows a stronger link with leadership outcomes (Hendricks & Payne, ; Oh, ; Stiehl et al, ) and, thus, seems to be most important.…”

“…This assumption is based on findings showing a positive link between E and traits such as self‐efficacy, extraversion, achievement‐orientation, and personal initiative (Bergmann & Eder, ; Chan et al, ; Felfe & Schyns, ). As these traits also relate to a‐MtL (Chan & Drasgow, ; Stiehl et al, ), the observed direct effect might be due to the circumstance that people with stronger E interests are also more extraverted and achievement‐oriented and show more self‐efficacy, which in turn goes hand in hand with higher MtL.…”

“…Having more experience in such roles decreases personal reservations about leading and should directly enhance MtL for future leading. Stiehl et al () and Chan and Drasgow () showed that this assumption holds true for selected personality traits: extraverted and open individuals report more leadership experience, which consequently directly enhances their a‐MtL. We aim to extend these findings to vocational interests and thus state the following hypotheses:

Hypothesis 4 : Vocational interests (H4a: E; H4b: S; H4c: C) directly enhance prior leadership experience. Hypothesis 5 : Vocational interests (H5a: E; H5b: S; H5c: C) influence a‐MtL indirectly via leadership experience.

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“…Knowing the antecedents of MtL and their interdependence provides the chance to foster them to improve leader performance. In this respect, research shows that MtL is on the one hand shaped by relatively stable traits, personal values and vocational interests (Amit & Bar‐Lev, ; Clemmons & Fields, ; Stiehl, Gatzka, Elprana, & Felfe, ). Focusing on vocational interests, it is worth mentioning that those with higher social and enterprising interests show higher MtL in the sense that they experience more pride in leading (affective MtL) as well as more pleasure, even without clear benefits (non‐calculative MtL; Chan et al, ).…”

Being Smart Is Not Enough: Personality Traits and Vocational Interests Incrementally Predict Intention, Status and Success of Leaders and Entrepreneurs Beyond Cognitive Ability

“…This assumption builds on findings showing a positive link between enterprising interests and traits such as self-efficacy, extraversion, achievement-orientation and personal initiative (Chan and Drasgow, 2001;Bergmann and Eder, 2005). As these traits, for instance, also relate to leadership intention (Stiehl et al, 2015), the observed effect might be due to the circumstance that people with stronger enterprising interests are also more extraverted and achievement-oriented, which in turn goes hand in hand with higher intentions to lead and found a business.…”