Motivation to Lead: Preparing Leaders of the Future through an Understanding of Role Ambiguity and Perceived Organizational Support

Abstract

The purpose of the current study was to expand on previous research on motivation to lead (MTL) by testing a situational model of MTL that included two contextual variables (i.e., goal and process clarity and perceived organizational support [POS]). Although researchers have acknowledged individual differences and situational factors may affect MTL, studies on how aspects of the work context impact an individual's MTL are limited. Thus, the current study empirically examined the effects of situational variables while controlling for individual differences previously found as predictors of an individual's MTL. The hypotheses were tested with hierarchical multiple regression applied to cross‐sectional data collected from a sample of retail employees (N = 170) at stores on the east coast of the United States. The hypotheses were partially supported. Contextual variables did account for significant additional variance in noncalculative MTL after controlling for individual differences. However, POS and goal and process clarity did not account for significant additional variance in affective‐identity MTL and social‐normative MTL. Past leadership experience and personality were the only significant predictors of affective‐identity MTL, and values and personality were the only significant predictors of social‐normative MTL. Theoretical and practical implications are presented and suggestions for future research are discussed.

Becoming a Leader: Emergence of Leadership Style and Identity

“…New leaders' initial willingness to step into a leadership role (i.e., MTL) strengthens the relationship between power beliefs and the way new leaders behave, influenced by new leaders' perceptions of the type of leadership supported and needed by the organization. This is consistent with work adjustment theory (Dawis & Lofquist, 1984), which predicts that the congruence between individual characteristics and contextual factors (in this case, power beliefs and situational conditions) shape new leaders' behaviors, especially for those who are motivated to lead (Chan & Drasgow, 2001;Jones-Carmack, 2019).…”

“…Kark and Van Dijk (2007) suggested that MTL is likely to be affected by organizational cultures that prompt promotion or prevention regulatory foci-cultures that focus on rewards and recognition compared to cultures that focus on punishing failure. Situational conditions such as pay, promotion opportunities, recognition, job design, quality of organizational communications, and workplace spirituality have been found to be related to MTL (Jones-Carmack, 2019). Perceiving support for leadership development may stimulate the new leader's motivation to reciprocate by engaging in behaviors that the organization values and rewards (Gillet et al, 2013).…”

“…This may stem from leader trainees' role models and one or more mentors who prompt them to recognize their leadership skills and abilities, which in turn increases their MTL (Andersen & Chen, 2002;Andersen et al, 1995;Aron et al, 1991). However, other research found that selfefficacy was not a predictor of MTL (Jones-Carmack, 2019). This suggests that realizing one can perform well in a role does not necessarily lead to wanting to remain in the role, perhaps because situational conditions are not supportive (e.g., assignments were stressful) or outcomes have mixed results.…”

Contextual, interpersonal, and personal predictors of young adults' affective-identity motivation to lead

“…A comprehensive understand of affective-identity motivation to lead requires an expanded model that integrates both work and non-work antecedents. As examples, both perceived organizational support and past leadership experience predict affective-identity motivation to lead (Jones-Carmack, 2019), as do prior leadership experiences in general (Bergner et al. , 2018).…”

Millennials and the motivation to lead: is a transformational leader a catalyst or barrier?

“…Individual differences are antecedents of MTL and include personality, general cognitive ability, sociocultural values, leadership selfefficacy and past leadership experience. Recent research has sought to expand the understanding of MTL with works examining how situational factors impact and individual's MTL (Jones-Carmack, 2019). Chan and Drasgow (2001) identified three dimensions of MTL, including: affectiveidentity MTL, social-normative MTL and noncalculative MTL.…”