Taking an Interest in Taking the Lead: The Influence of Vocational Interests, Leadership Experience and Success on the Motivation to Lead

Bergner, Sabine; Kanape, Anna; Rybnicek, Robert

doi:10.1111/apps.12150

Cited by 22 publications

(26 citation statements)

References 34 publications

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“…In creating the original MTL model, Chan and Drasgow found support for the following antecedents to MTL: personality (chiefly extraversion), social‐cultural values, leadership SE, and PLE. After Chan and Drasgow's landmark study on MTL, researchers sought to discover other individual difference variables that could influence an individual's MTL including gender (Porter, Gerhardt, Fields, & Bugenhagen, ), leadership experience and success (Bergner, Kanape, & Rybnicek, ), self‐concept (Chen, ), values (Clemmons & Fields, ), vocational interests (Chan, Rounds, & Drasgow, ), biculturalism (Cintron, ), emotional intelligence (Cintron, ; Hong, Catano, & Liao, ; Lee, ), and psychological empowerment (Lee, ). However, as previously mentioned, empirical studies on the relationship between contextual variables and an individual's MTL remain limited.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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

Jones‐Carmack¹

2019

J of Leadership Studies

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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.

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Section: Theoretical Backgroundmentioning

confidence: 99%

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

Jones‐Carmack¹

2019

J of Leadership Studies

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“…If they are not supported it might be those with low social interests and low ability who most clearly express their intention to take on leading roles (and it is probably their intention which is heard best when potential leaders are needed). Importantly, this result demonstrates that higher social interests do not generally result in lower leadership intention (Bergner et al, 2019).…”

Section: The Intention To Become a Leader Or Entrepreneur Is Best Prementioning

confidence: 75%

“…This is particularly true for interpersonal challenges. Showing interest in their job helps leaders to stay motivated to conquer difficult situations (Bergner et al, 2019). Among different interests, vocational interests are particularly important, which is why we subsequently focus on them (Holland, 1959).…”

Section: Leadership Intention and Vocational Interestsmentioning

confidence: 99%

Being Smart Is Not Enough: Personality Traits and Vocational Interests Incrementally Predict Intention, Status and Success of Leaders and Entrepreneurs Beyond Cognitive Ability

Bergner

2020

Front. Psychol.

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Three separate studies demonstrate that socio-emotional skills add incremental validity beyond cognitive ability when predicting leadership and entrepreneurship intention, emergence as well as success. Study 1 uses a longitudinal approach and tests the cognitive ability and vocational interests of 231 students to predict their leadership and entrepreneurship intention. It demonstrates that cognitive ability predicts their intention to become a business leader or entrepreneur 2 years in the future. Importantly, the vocational interests "enterprising" and "social" increase this ability-driven prediction of leadership and entrepreneurship intention (R 2 Lead.Intent. = 15%, R 2 Entre.Intent. = 9%). Study 2 investigates 123 business leaders and shows that those with higher cognitive ability more likely emerge as top-level leaders, receive more income and get slightly better supervisor-ratings on their performance. The leaders' Big Five traits (openness, conscientiousness, extraversion, agreeableness, emotional stability) added validity beyond cognitive ability when predicting these criteria (R 2 Income = 9%, R 2 Lead.Level = 8%, R 2 Perform. = 15%). Finally, Study 3 includes 155 participants and demonstrates that cognitive ability predicts a person's entrepreneurial status but not performance. Additionally, considering the Big Five traits improves the prediction of who becomes an entrepreneur and successfully performs as such (R 2 Status = 7%, R 2 Perform. = 18%). Importantly, selected Big Five traits and vocational interests boost the importance of cognitive ability in the field of leadership and entrepreneurship. Concluding, this series of studies suggests that it is the combination of personality traits or interests with cognitive ability which is most powerful when predicting leadership and entrepreneurship intention, emergence and success.

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“…Lastly, our results support the idea of encouraging scientists to acquire leadership skills and leadership experiences. Recent research suggests that the motivation to lead significantly influences how well a leader performs (Bergner et al, 2019). This motivation is influenced by the individual's interests and previously gained leadership experience (Bergner et al, 2019).…”

Section: 12mentioning

confidence: 99%

“…Recent research suggests that the motivation to lead significantly influences how well a leader performs (Bergner et al, 2019). This motivation is influenced by the individual's interests and previously gained leadership experience (Bergner et al, 2019). However, way too often scientists end up in leadership roles without even seeking them (Rowley and Sherman, 2003).…”

Section: 12mentioning

confidence: 99%

Industry and leadership experiences of the heads of departments and their impact on the performance of public universities

Rybnicek

Leitner

Baumgartner

et al. 2019

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Purpose -The purpose of this paper is to identify whether the prior industry experience (IE) or industry leadership experience (ILE) of the head might influence the department's publication output, the ability to acquire external research funds or its entrepreneurial activities (e.g. the commercialization of research results through patents). Design/methodology/approach -The study is based on data from 208 Austrian university departments and combines data from different sources (CVs of the heads of departments, commercial register, funding data and publication data). Findings -The results show a positive relationship between ILE and the patent output of the departments as one indicator for the commercialization of research activities. Low positive effects of IE on the extent of third-party funding were also found. Furthermore, the scientific experience of the head of department has a positive influence on the publication output of the whole department. Practical implications -The findings suggest that the scientific ability of researchers should be key when selecting the head of a department, due to the fact that scientific performance is still essential for most of these units. However, when universities seek to focus more strongly on other, for example, entrepreneurial activities, then additional competencies come into play. As the actual focus of universities is currently subject to change, former IE and ILE will become increasingly more important and the heads of departments will play a decisive role in the transition toward becoming an entrepreneurial university. Therefore, universities are well advised to integrate these experiences in the job specifications and to establish processes that facilitate the change from an industrial to a university job or which allow "double lives" in university and industry. Originality/value -Previous studies have mostly investigated the role of the scientific experience of academic leaders in the research performance of their institution in later decades. This study examines the

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Taking an Interest in Taking the Lead: The Influence of Vocational Interests, Leadership Experience and Success on the Motivation to Lead

Cited by 22 publications

References 34 publications

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

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

Being Smart Is Not Enough: Personality Traits and Vocational Interests Incrementally Predict Intention, Status and Success of Leaders and Entrepreneurs Beyond Cognitive Ability

Industry and leadership experiences of the heads of departments and their impact on the performance of public universities

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