Toward a theory of individual differences and leadership: Understanding the motivation to lead.

Chan, Kim-Yin; Drasgow, Fritz

doi:10.1037/0021-9010.86.3.481

Cited by 611 publications

(1,166 citation statements)

References 29 publications

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“…Helgstrand and Stuhlmacher (1999) found that both Danish and US high school and undergraduate students rated leaders who were feminine and individualistic as most effective (Danes were lower on PD). Finally, using horizontal (H) and vertical (V) aspects of IND and COL (i.e., VCOL represents a tendency to view the self as an aspect of the group, see members of an ingroup as different from the self, and accept inequality; HCOL represents the tendency to view the self as an aspect of the group, see members of an ingroup as similar to the self, and value equality; VIND represents the extent to which an individual's self-concept is autonomous but expects inequality; and HIND represents the extent to which an individual's self-concept is autonomous and the individual is seen as equal to others), Chan and Drasgow (2001) surveyed military recruits and junior college students in Singapore and the US to explore links between cultural values and various dimensions of motivation to lead (MTL). They found that HIND was negatively related to noncalculative MTL (i.e., people lead only when they are not calculative about the costs of leading relative to the benefits) and socialnormative MTL (i.e., people lead because they feel a sense of responsibility or duty); and VIND was positively related to affective identity MTL (i.e., some people just like to lead others) and socialnormative MTL, and negatively related to noncalculative MTL.…”

Section: Leadership (4)mentioning

confidence: 99%

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

2006

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Since Geert Hofstede's Culture's Consequences: International Differences in Work-Related Values (Sage, 1980) was published, researchers have utilized Hofstede's cultural values framework in a wide variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede's cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede's framework in the future. Journal of International Business Studies (2006) 37, 285–320. doi:10.1057/palgrave.jibs.8400202

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Section: Leadership (4)mentioning

confidence: 99%

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

2006

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“…To illustrate with recent examples: Duckitt and Sibley (2009) considered the belief that some groups are superior to others as " deriving directly from the personality dimension of Tough versus Tendermindedness (in Big-Five terms, low Agreeableness)" (p. 102); Chan and Drasgow (2001) argued that Big Five traits "relate to leader behaviors through the individual's motivation to lead, which in turn affects the individual's participation in leadership roles " (p. 481; also Judge, Piccolo, & Kosalka, 2009). Most directly, Terracciano and McCrae (2012) argued that "it is perfectly reasonable to say that party going is caused (proximally) by liking people and that it is caused (distally) by extraversion" (p. 449; italics added in examples above).…”

Section: Locating Structural Factors In the Personality Systemmentioning

confidence: 99%

How functionalist and process approaches to behavior can explain trait covariation.

Wood¹,

Gardner²,

Harms³

2015

Psychological Review

181

186

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Factors identified in investigations of trait structure (e.g., the Big Five) are sometimes understood as explanations or sources of the covariation of distinct behavioral traits, as when extraversion is suggested to underlie the covariation of assertiveness and sociability. Here, we detail how trait covariation can alternatively be understood as arising from units common to functionalist and process frameworks, such as self-efficacies, expectancies, values, and goals. Specifically, the expected covariation between 2 behavioral traits should be increased when a specific process variable tends to indicate the functionality of both traits simultaneously. In 2 empirical illustrations, we identify a wide array of specific process variables associated with several Big Five-related behavioral traits simultaneously, and which are thus likely sources of their covariation. Many of these, such as positive interpersonal expectancies, self-regulatory skills, and preference for order, relate similarly to a broad range of trait perceptions in both studies, and across both self- and peer-reports. We also illustrate how this understanding of trait covariation provides a somewhat novel explanation of why some traits are uncorrelated. As we discuss, a functionalist understanding of trait covariation as arising through functionalist or process variables has implications for many basic issues in personality psychology, such as how personality traits should be measured, mechanisms for personality stability and change, and the nature of personality traits more generally.

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“…Motivacija zaposlenih se ostvaruje u svakodnevnom ponašanju i zajedničkom radu lidera i zaposlenih. Ljudi su nosioci ideja, kreativnosti, produktivnosti i kva liteta, a da bi ispoljili i aktivirali svoj potencijal potrebna je organizaciona sredina u kojoj se za posleni tretiraju kao saradnici i partneri (Beck, 2000;Chan & Drasgow, 2001;Kouzes & Posner, 2002;Petri & Govern, 2004;Burke, Lake & Paine, 2009;Yukl, 2010).…”

Section: Motivacija I Liderstvounclassified

Uticaj motivacije zaposlenih na performanse organizacije

Radić¹,

Radić²

2015

Proceedings of the International Scientific Conference - Synthesis 2015

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Apstrakt:Zadatak menadžera jeste da obezbede da zaposleni obavljaju zadatke/poslove na pravi način, a da bi se to postiglo, moraju se zaposliti najsposobniji. Radi poboljšanja perfor mansi organizacije potrebno je da zaposleni budu motivisani. Dakle, motivacija u teoriji i praksi postaje kompleksno pitanje koji se može posmatrati iz različitih uglova. Iako postoje brojna istraživanja o motivaciji, ova tema još uvek nije potpuno razjašnjena. Neopohodno je poznavanje i razumevanje ljudske prirode da bi se došlo do saznanja kako motivacija utiče na performanse organizacije. Savremena istraživanja pokazuju da su dobro motivisani zaposleni produktivniji i kreativniji u postizanju organizacio nih ciljeva od onih kod kojih je motivacija prisutna u manjoj meri. Motivacija kao sistem stimulacije predstavlja osnovu za razvoj kapaciteta i ostvarivanje boljih performansi. Najveći broj rukovodilaca u organizacijama usmeren je na ostvarivanje što većeg udela organizacije na tržištu, tako da su bolje performanse neophodne za postizanje ovog cilja. Cilj istraživanja jeste da se analizira kako motivacija može poboljšati produktivnost zaposlenih, poznavanje faktora koji uzrokuju visoke performanse, kao i razumevanje različitih načina na koje mogu motivisati zaposlene unutar organizacije. Abstract:The role of managers in an organization is to ensure that employees are performing their tasks/duties in a proper manner, and in order to achieve this, it is necessary to hire the most skillful employees. In order to improve the performances of an organization, employees need to be motivated enough. Thus, motivation in theory and practice becomes a complex issue that can be viewed from different perspectives. Although there is a lot of research on motivation, this topic has not yet been fully clarified. We can observe how motivation affects the performance of an organization, through understanding the human nature. Recent research shows that well-motivated employees are more productive and creative in achieving organizational goals, whereas those less motivated demonstrate the tendency to fail in achieving organizational goals. Motivation as a system of incentives is the basis for the development of capacities that would lead to better performances. The largest number of managers in organizations is directed and towards achieving a greater share of the organization on the market, and thus better performances are necessary for achieving such objective. The aim of the research is to analyze how motivation can improve employee productivity, knowledge of the factors that cause high performances, as well as understanding of various ways that can motivate employees within an organization. UVODUpravljanje performansama uključuje mnoge uloge komunikatora, lidera, uzora i saradnika. Svaki pojedinac treba pravilno da razume koje su njegove odgovornosti i šta se od njega očekuje, a menadžeri treba da im pomognu da ostvare te ciljeve. Neki ljudi smatraju da je upravljanje promenama teška uloga, drugi imaju probleme kada je u pitanju vrednovanje (ev...

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Toward a theory of individual differences and leadership: Understanding the motivation to lead.

Cited by 611 publications

References 29 publications

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

How functionalist and process approaches to behavior can explain trait covariation.

Uticaj motivacije zaposlenih na performanse organizacije

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