The power motive and managerial success in a professionally oriented service industry organization.

Abstract

This study examined the validity of McClelland's Leadership Motive Pattern (LMP) for two levels of management personnel in a professionally oriented, service industry organization Three types of outcome measures were used: attitudinal variables taken from survey responses of subordinates, objective measures of administrative performance taken from company records, and a variable representing the "importance"or "status" of the location in which the manager worked. Results indicated that, consistent with theory, the LMP was significantly related to the "importance" of the center in which the manager worked. However, the LMP was not related to administrative job performance or subordinate morale. In fact, for the subsample of first-line supervisors, it was need for affiliation that was related to job performance and favorable subordinate attitudes, and not need for power or the LMP. The results of this study are interpreted in light of the technical/professional nature of the employee sample. These results thus contribute to a growing literature that suggests the motivation to influence others may not be critical for managerial success in technical/professional settings.

Leader motives, charismatic leadership, and subordinates' work attitude in the profit and voluntary sector

“…Although our total sample size (N=73) is substantially larger than typical sample sizes of previous studies using the motive coding methodology (e.g., see Cornelius & Lane, 1984, N=39;Spangler & House, 1991, N=39;Winter, 1987, N=34) and our subsample sizes (n=52 and n=21) are as large or larger than a previous study done by Cornelius and Lane (1984) under two levels of management personnel (n=21, n=18), the available samples are still relatively small. These small sample sizes are due to the amount of work involved in gaining access and conducting, transcribing, and coding the interviews, which is considerable.…”

Retaining employees for service competency: The role of corporate brand identity

“…Individuals with high NACH tend to display entrepreneur behaviour and dislike bureaucracies. 60 High NACH individuals strive for employment in occupations or employment with organisations that have attractive images as a means to display their achievement. 61 In terms of SIT, this suggests that high NACH employees will seek employment in organisations with strong brand identities; however, since not all high NACH employees will fi nd employment with organisations possessing strong brand identities, we expect that perceived corporate brand identity will moderate the relationship between NACH and intent to remain with the organisation.…”

Putting Together the Pieces: A Closer Look at the Determinants of Job Performance

“…As is discussed later, McClelland and Burnham (1976) and McGIeIiand (1985) offered a theoretical rationale for the interplay between subconscious motives and cognitive expectancies and self-efficacies in determining effort. Further research has substantiated such claims (Cornelius & Lane, 1984;McClelland & Boyatzis, 1982).…”

“…Current research sumests that patterns of motives may be better predictors of performanee in certain jobs rather than the motives done. For example, McCleiland and Boyatzis (1982), McCleiland and Burnham (1976), and Cornelius and Lane (1984) found that successful managers tend to be high on need for power and relatively low on need for affiliation and need for achievement.…”

“…However, the exact pattern of motives lading to properly focused effort tends to vary for different occupations (Cornelius & Lane, 1984;McClelland & Boyatzis, 1982;Yukl, 1981). Furthermore, individuafs with the same patterns of motives may behave difhreatiy in a given situation because they pursue different activities to satisfy their motives.…”