The role of emotion perception ability in motivation to lead

Abstract

Purpose – The purpose of this paper is to investigate the role of emotion perception ability through two different paradigms (self-report and ability-based) on an individual's motivation to lead, an individual's desire to assume leadership roles. Design/methodology/approach – The authors have used a survey method in this study. The authors collected data from 172 undergraduate students. Findings – The findings indicate that emotion perception ability was significantly related to MTL. The authors also found that emotion perception ability was more substantially related to the non-calculative dimension of MTL than others. Originality/value – To the authors' knowledge, this is the first study to show the relationship of emotion perception ability to motivation to lead. Organizations can use the finding to screen and train future leaders using an ability-based test of emotion perception similar to one the authors have presented.

Meeting the need or falling in line? The effect of laissez‐faire formal leaders on informal leadership

“…Given our theoretical interest in team members’ overall level of MTL rather than one or more specific dimensions, we aggregated participants’ responses across all three dimensions to assess team members’ overall MTL ( α = 0.84). Although MTL is not a unidimensional construct, our approach is consistent with prior studies that have employed multidimensional measures but focused on the overarching construct in their theorizing and analysis (e.g., work engagement, Christian, Eisenkraft, & Kapadia, ; core self‐evaluations, Judge, Erez, Bono, & Thoresen, ), as well as those that have assessed overall MTL rather than specific dimensions (e.g., Amah, ; Hadley et al., ; Krishnakumar & Hopkins, ; Luria & Berson, ). We aggregated members’ individual MTL scores to form our measure of team member MTL.…”

“…MTL is a multidimensional construct that describes the net influence of three types of leadership motivation: (a) affective‐identity MTL , which reflects the extent to which team members view themselves as leaders and enjoy engaging in leadership behavior; (b) social–normative MTL , which reflects the extent to which team members perceive a sense of duty to engage in leadership behavior; and (c) noncalculative MTL , which reflects the extent to which team members tend to engage in leadership independent of the associated benefits or costs. Consistent with our theoretical interest in members’ total level of leadership motivation, as well as prior research that has examined the net impact of the three MTL dimensions, (e.g., Amah, ; Hadley, Pittinsky, Sommer, & Zhu, ; Krishnakumar & Hopkins, ; Luria & Berson, ), we focus our theorizing on team members’ overall MTL. Moreover, in keeping with studies that have explored team composition in terms of members’ individual attributes (e.g., LePine, ; LePine, Colquitt, & Erez, ), we conceptualize team member MTL as a team‐level variable consisting of the aggregate MTL of all team members.…”

Mediating Effect of Idealized Influence Between Relationship Emotional Intelligence and Intention to Perform: Conceptual Study

“…In a teamwork or organizational context, emotional perception is needed for a leader to have effective communication with their subordinates which leads to job performance. It can increase the leadership self-efficacy and further improve the motivation to lead by having job satisfaction yielded in job performance (Krishnakumar & Hopkins, 2014).…”

Liderlik Etme Motivasyonu Ölçeğinin Türk Kültürüne Uyarlanması

“…Bu durum liderin ortaya çıkmasını ve etkililiğini teşvik edebilmektedir. (Krishnakumar & Hopkins, 2014). Bununla birlikte liderlik öz-yeterlikleri yüksek olan bireyler sosyal hiyerarşiyi kabul etmekte, lider ve takipçi rollerinde esnekliğin olmadığına inanmaktadırlar (Chan vd., 2000).…”