Measuring the motive for power using conditional reasoning: some preliminary findings

Galić, Zvonimir; Ružojčić, Mitja; Bubić, Andreja; Trojak, Nataša; Zeljko, Lucija; LeBreton, James M.

doi:10.1080/1359432x.2020.1745882

Cited by 6 publications

(2 citation statements)

References 62 publications

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“…A number of studies have confirmed the satisfactory psychometric characteristics of this instrument (James et al, 2005;LeBreton et al, 2005;Berry et al, 2010;Galić et al, 2014). The conditional reasoning test for power still represents a work-in-progress, but Galić et al (2020) showed that there is evidence about its convergent and discriminant validity. The same analysis also showed that CRT for power is less fakeable than self-reported measures.…”

Section: Conditional Reasoning Tests (Crt)mentioning

confidence: 92%

How to select a true leader?

Trojak

Galić

2020

Management (Split, Online)

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Organizations mark the life of every individual, and the success and well-being of an individual largely depends on the success of organizations they belong to. The success of an organization is significantly influenced by those who are in charge of it, leaders or managers, so it is important for organizations to choose those who will do this job well. There is a large number of studies with the subject of successful leadership, and the dominant ones are those in which the traits of a successful leader are investigated. One of the traits identified as an important element of a leader’s success is the power motive. It consists of implicit and explicit dimensions, and the implicit dimension has been shown to be an important, and yet mostly overlooked, determinant of leadership performance. Measurement of the implicit dimension requires specially crafted instruments, including the “classic” Thematic Apperception Test, as well as recently introduced instruments such as the Implicit Association Test and the Conditional Reasoning Test for Power Motive. In this paper, we argue that introduction of the tests that assess implicit power motive to human resource management practice of business organizations might significantly improve selection procedures for leadership positions.

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Section: Conditional Reasoning Tests (Crt)mentioning

confidence: 92%

How to select a true leader?

Trojak

Galić

2020

Management (Split, Online)

Self Cite

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“…Thus, by considering both traits and motives, researchers are better able to understand the dispositional bases of behavior. For example, incremental effects (additive or interactive) of implicit motives have been found for a number of work‐related outcomes including the prediction of counterproductive workplace behaviors (Bing et al, 2007; Frost et al, 2007; Gadelrab, 2019; Galić, 2016; Galić & Ružojčić, 2017), task motivation, task choice, and task performance (Bing et al, 2007; Brunstein & Maier, 2005), contextual performance (Lang et al, 2012), team processes and outcomes (Baysinger et al, 2014), likelihood of occupying management positions (Galić et al, in press), and the pursuit of high‐impact careers and the importance of work relationships (McClelland et al, 1989; Winter et al, 1998; see also reviews in James & LeBreton, 2012).…”

Section: Introductionmentioning

confidence: 99%