In this study, the construct of motivation to lead (MtL) is considered as a predictor of leadership training effectiveness. MtL, the individual preference to take on leadership roles, is a motivation that specifically relates to the content of leadership training. A total of 132 managers participated in a longitudinal follow-up study. The influence of MtL on training effectiveness is explained by a serial mediation process. Individuals high on MtL benefit more from training by acquiring more leadership competencies, which in turn results in more effective leadership behavior and ultimately higher training effectiveness 1 year later. Understanding the process through which trainees' individual MtL influences building up competencies is important for identifying mechanisms that drive training effectiveness. Organizational support is revealed to further enhance this training process by moderating the influence of MtL on leadership competencies. From a practical perspective, MtL is important for leadership training effectiveness and measures should be taken to enhance MtL.

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.

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