Romance of leadership and motivation to lead

Romance of leadership and motivation to lead Purpose – There is a growing interest in understanding the motivational processes explaining the emergence of leadership. The purpose of this paper is to examine the relationship between Romance of Leadership (RoL), that is the over‐attribution of responsibility for performance to leaders, and motivation to lead (MtL) as well as moderation effects of self‐efficacy and personal initiative. Design/methodology/approach – Data were collected using a questionnaire design. The sample consisted of n =1,348 participants at different career stages (students and employees). Structural equation modeling was used to examine the hypotheses. Findings – Individuals high in RoL tend to be more motivated to lead. The results also support the assumed moderating effects. This relationship is stronger for individuals high in self‐efficacy and high in personal initiative. This was particularly true for the student sample. Research limitations/implications – Due to the cross sectional design causal inferences are limited. The findings contribute to a better understanding of the socio‐cognitive processes that influence MtL at different career stages and shed new light on the outcomes of RoL. Practical implications –The research can help career counselors, coaches, and HR managers to better understand socio‐cognitive processes underlying MtL of different groups and therefore improve the quality of advice to their clients. Social implications – Career planning is an important issue when the pool of talented leaders needs to be increased. The study contributes to knowledge on antecedences of MtL. This may help to clarify newcomers’ and other applicants’ career ambitions. Originality/value – This is, to the authors knowledge, the first study to investigate the effect of RoL on MtL. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Romance of leadership and motivation to lead

Journal of Managerial Psychology, Volume 29 (7): 16 – Sep 2, 2014

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Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
0268-3946
DOI
10.1108/JMP-03-2012-0076
Publisher site
See Article on Publisher Site

Abstract

Purpose – There is a growing interest in understanding the motivational processes explaining the emergence of leadership. The purpose of this paper is to examine the relationship between Romance of Leadership (RoL), that is the over‐attribution of responsibility for performance to leaders, and motivation to lead (MtL) as well as moderation effects of self‐efficacy and personal initiative. Design/methodology/approach – Data were collected using a questionnaire design. The sample consisted of n =1,348 participants at different career stages (students and employees). Structural equation modeling was used to examine the hypotheses. Findings – Individuals high in RoL tend to be more motivated to lead. The results also support the assumed moderating effects. This relationship is stronger for individuals high in self‐efficacy and high in personal initiative. This was particularly true for the student sample. Research limitations/implications – Due to the cross sectional design causal inferences are limited. The findings contribute to a better understanding of the socio‐cognitive processes that influence MtL at different career stages and shed new light on the outcomes of RoL. Practical implications –The research can help career counselors, coaches, and HR managers to better understand socio‐cognitive processes underlying MtL of different groups and therefore improve the quality of advice to their clients. Social implications – Career planning is an important issue when the pool of talented leaders needs to be increased. The study contributes to knowledge on antecedences of MtL. This may help to clarify newcomers’ and other applicants’ career ambitions. Originality/value – This is, to the authors knowledge, the first study to investigate the effect of RoL on MtL.

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: Sep 2, 2014

Keywords: Leadership; Personality; Motivation (psychology); Self‐efficacy; Motivation to lead; Romance of Leadership; Personal initiative

References

  • The big five personality dimensions and job performance: a meta‐analysis
    Barrick, M.R.; Mount, M.K.
  • The concept of personal initiative: operationalization, reliability and validity in two German samples
    Frese, M.; Fay, D.; Hilburger, T.; Leng, K.; Tag, A.
  • Leader emergence: the role of emotional intelligence and motivation to lead
    Hong, Y.; Catano, V.M.; Liao, H.
  • The romance of leadership
    Meindl, J.R.; Ehrlich, S.B.; Dukerich, J.M.
  • Generalized self‐efficacy scale
    Schwarzer, R.; Jerusalem, M.
  • The romance of leadership scale and causal attributions
    Schyns, B.; Hansbrough, T.

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