The need for power, need for influence, sense of power, and directiveness in female and male superiors and subordinates

Kocur, Dagna; Mandal, Eugenia

doi:10.5114/cipp.2018.72200

Cited by 11 publications

(7 citation statements)

References 25 publications

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“…A desire to influence has been identified as important motivators for both male and female leaders in a range of occupations, 48 as well as veterinary 28 . This was reiterated by the women in this study, in terms of having the control to make a positive change.…”

Section: Discussionmentioning

confidence: 57%

Women in veterinary leadership positions: their motivations and enablers

2020

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BackgroundDespite now having higher numbers of women than men within the veterinary profession, there are substantially less women in leadership roles. Research, primarily in other professions, has focussed on barriers to leadership and sometimes overlooked facilitators and motivators. This study aimed to explore the motivating factors for female veterinary surgeons to become leaders, to identify potential strategies to increase female leadership.MethodsSixteen female leaders from academia, professional bodies, industry and clinical practice took part in semistructured interviews. Interviews were analysed using a thematic analysis approach.ResultsTwo themes were developed: ‘Potential for positive influence’ and ‘Requirement of external enablers’. Participants wanted to influence change for themselves, including work-life balance and developing their role, and for others through a position of influence. They wanted to inspire and mentor the future generation of leaders. External enablers allowed this transition to occur, including formal mentors and informal support systems, opportunities for growth and increased responsibility, and leadership training.ConclusionPotential strategies to increase female leaders include the promotion of female role models, increasing awareness of training and increasing work flexibility. The profession could improve its support of the next generation of leaders and celebrate the successful female leaders we already possess.

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Section: Discussionmentioning

confidence: 57%

Women in veterinary leadership positions: their motivations and enablers

2020

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“…Fewer studies have concentrated on the importance of the frontline managers' emotional exhaustion. As key personnel in organizations, frontline managers have more resources and power, and a greater sense of power compared to their subordinates [19,93]. However, there has been less research about how the sense of power affects emotional exhaustion.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

Song

Zhou

2020

IJERPH

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Frontline managers have many responsibilities and often suffer from emotional exhaustion. Drawing on the job demands–resources model, this research proposes and examines a cognitive–affective dual mediation model to explain how frontline managers’ sense of power affects their emotional exhaustion through managerial self-efficacy (cognitive path) and affective commitment (affective path). A cross-sectional study design was employed, and the theoretical model was tested using a three-wave survey among 227 on-the-job Master of Business Administration (MBA) students (52.86% male) in China, who serve as frontline managers in different kinds of organization. The regression and bootstrapping analysis results showed that the frontline managers’ sense of power was significantly negatively related to emotional exhaustion. In other words, the more powerful they felt, the less exhausted they felt. Furthermore, having a sense of power enhanced managerial self-efficacy, which mitigated emotional exhaustion. Sense of power also boosted frontline managers’ affective commitment, alleviating emotional exhaustion. We conclude with a discussion of this study’s theoretical and practical contributions and future research directions.

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Section: The Motivational Contrast Of Power and Benevolencementioning

confidence: 99%

“…Given that the core of leadership, across forms and styles, involves the influence of others (Zaleznik, 1977), power values are a central motivational factor underlying leadership. Accordingly, in many studies, the need for power has been shown to characterize effective leaders (e.g., Kocur & Mandal, 2018; McClelland & Boyatzis, 1982). Left unchecked, however, power values may result in antisocial behavior, such as aggression (e.g., Knafo et al, 2008) and disagreeableness (e.g., Cheng et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

The power of benevolence: The joint effects of contrasting leader values on follower‐focused leadership and its outcomes

2022

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The most frequent approach to studying leader attributes has been to demonstrate links between separate dispositions (e.g., traits and values) and leader behavior. Yet, both in the field of personality overall and the field of personal values in particular, there is a growing understanding that to more realistically capture the effects of personality, one needs to study the joint effects of personality dimensions, rather than their separate ones. In the present studies, we demonstrate how a combination of values predicts leaders' follower-focused behavior and its outcomes. Specifically, we demonstrate that the combination of leaders' power and benevolence values predicts leaders' follower-focused leadership and follower outcomes. In Study 1, the interaction between 75 school leaders' power and benevolence predicted followers' reports (N = 293) of their leaders' follower-focused leadership, such that the relationship between power values and follower-focused leadership was positive and significant only among leaders high on benevolence values. We replicated this effect in Study 2 with data collected in two points in time, from 76 principals and 494 of their subordinates. We also demonstrated the indirect effect of principals' values, through their follower-focused leadership, on teachers' satisfaction and nurturing behavior.

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The need for power, need for influence, sense of power, and directiveness in female and male superiors and subordinates

Cited by 11 publications

References 25 publications

Women in veterinary leadership positions: their motivations and enablers

Women in veterinary leadership positions: their motivations and enablers

The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

The power of benevolence: The joint effects of contrasting leader values on follower‐focused leadership and its outcomes

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