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1	A study of distinct behavioural and cognitive correlates in favour of differentiating dominance, prestige, and leadership components in the explicit power motive Suessenbach, Felix January 2018 (has links) This work represents a theoretical and empirical study of distinct subcomponents of the explicit power motive (broadly defined as conscious desires to attain control and prestige) matching distinctions between social hierarchies (e.g., hierarchies based on forced or voluntary deference). Three factor analytic studies showed a consistent three factor structure in existing and newly created questionnaire items matching the power motive definition and selected for being able to distinguish between different kinds of hierarchies. These factors represented distinct motives for dominance (i.e., the desire to coerce others), prestige (i.e., the desire to attain others’ respect), and leadership (i.e., the desire to direct others): the DoPL motives. Several further studies were conducted to provide evidence for the DoPL motives’ validity and their distinct properties. First, mostly in line with the theoretical predictions, the DoPL motives showed differential correlations with relevant personality characteristics such as the BIG 5 personality traits or self-reported anger/aggression. Second, the DoPL motives explained more than 80% of variance in two power motive scales, showing that they indeed represent constituent parts of the power motive. Third, whereas the leadership motive predicted full-time employees’ rank across different fields of work, the prestige motive predicted participants’ endorsement of moral concerns. Fourth, the dominance motive predicted the amount of money participants kept for themselves in two dictator games. Fifth, whereas the dominance motive was negatively, the leadership motive was positively related to charitable giving behaviour. Sixth, a sample of Donald Trump voters in the 2016 US election showed more agreement with accusations of unfair treatment of their candidate as a function of their dominance motive. This effect was stronger before as compared to after the election. Seventh, a study related to effort mobilisation in tasks ostensibly related to the DoPL motives found no significant effects. In conclusion, this work amplifies the importance of differentiating between subcomponents of the explicit power motive by showing their differential relationship to a range of behavioural and cognitive outcomes and other relevant characteristics.
2	The influence of cultural orientation and power motive on leadership perception Yoon, Jeeyun 22 May 2014 (has links) Despite the recognized importance of leadership perception and individual differences in various cultures, our understanding of each of these variables is limited. The influence of fundamental cognitive styles (context dependent vs. independent) in different cultures and individual differences within culture has rarely been discussed. Current leadership perception research typically depends on surveys which cannot capture spontaneous responses that reflect both automatic and controlled processes. To better understand cross-cultural leadership perception, this study recruited two cultural groups (e.g., Americans and East Asians) and employed both qualitative (e.g., picture recognition tasks) and quantitative (Conditional Reasoning Tests) methods to examine the effect of culture and individual differences (power motive) on leadership perception. Findings and implications for future research are discussed. Leadership Culture Power motive Leadership Ethnopsychology Cross-cultural studies
3	The relationship between managerial motivation and sense of coherence Coetzee, Marius Gideon 06 1900 (has links) The purpose of this research is to determine whether a relationship exists between two constructs, namely managerial motivation and sense of coherence and to determine whether any variance exists between two groups of people in terms of the mentioned constructs. The study was conducted on a total sample of 124 employees of the Agricultural Research Council (ARC) which was divided into two groups, namely managers and supervisors in view of the position they held at the Agricultural Research Council. The results of the study indicated that a significant positive relationship exists between the dimensions of managerial motivation and the dimensions of sense of coherence of the total sample. There is also a significant variance in terms of two dimensions between the two groups, namely power motive as dimension of managerial motivation and meaningfulness as dimension of sense of coherence. / Industrial and Organisational Psychology / M.A. (Industrial Psychology) Managerial moivation Sense of coherence Attitude towards authority figures Competitiveness Assertiveness Power motive Desire for a distinctive group role Meaningfulness Comprehension Manageability 658.314 Employee motivation Motivation (Psychology) Employees -- Attitudes Executive ability Locus of control Clinical health psychology Sense of coherence
4	The relationship between managerial motivation and sense of coherence Coetzee, Marius Gideon 06 1900 (has links) The purpose of this research is to determine whether a relationship exists between two constructs, namely managerial motivation and sense of coherence and to determine whether any variance exists between two groups of people in terms of the mentioned constructs. The study was conducted on a total sample of 124 employees of the Agricultural Research Council (ARC) which was divided into two groups, namely managers and supervisors in view of the position they held at the Agricultural Research Council. The results of the study indicated that a significant positive relationship exists between the dimensions of managerial motivation and the dimensions of sense of coherence of the total sample. There is also a significant variance in terms of two dimensions between the two groups, namely power motive as dimension of managerial motivation and meaningfulness as dimension of sense of coherence. / Industrial and Organisational Psychology / M.A. (Industrial Psychology) Managerial moivation Sense of coherence Attitude towards authority figures Competitiveness Assertiveness Power motive Desire for a distinctive group role Meaningfulness Comprehension Manageability 658.314 Employee motivation Motivation (Psychology) Employees -- Attitudes Executive ability Locus of control Clinical health psychology Sense of coherence
5	Implicit personality and leadership in stressful and dangerous situations: a first step Smith, Daniel R. 05 April 2012 (has links) Leadership in stressful and dangerous situations is vitally important in terms of lives, property, and national strategic objectives. But our understanding of effective leadership in these and other contexts is limited. Part of the problem is that interactionist theoretical perspectives are not reflected in contemporary leadership thinking. In addition, the impact of individual differences on leadership is often misrepresented or hidden by linear correlations and regressions conducted on continuous scores. This study employed new, innovative, indirect conditional reasoning measures to assess the personalities of 627 leaders entering the militaryâ s most challenging and stressful combat leader development course (the US Army Ranger School). These innovative measures predicted compelling differences in leadership, attrition, and in the peer evaluations made during the training. Analyses conducted on the continuous personality scores demonstrate that these findings are misrepresented or hidden by linear correlations and regressions. As an alternative, I present a configural scoring scheme, couched in a poker analogy, to explain how these individual differences combine to predict the odds of success for each of the 18 personality types studied. Achievement motive Achievement Psychology Personality measurement Personality Unconscious personality Subconscious Unconscious Motivation to lead Leader motivation Leader character Implicit personality Implicit motives Conditional reasoning Leadership Power Power motive Aggression Fear of failure Submissive Submissiveness Conflict avoidance Approach motive Avoidance motive Avoidant Danger Dangerous Stress Stressful Stressful situation Dangerous situation Lethal Military Ranger SEAL Special forces Green beret Delta force Combat Channeling Configural scoring Leader performance Peer evaluation Attrition Poker Cognitive capacity Rational Rationality Volition Will power Leadership Stress (Psychology) Personality Typology (Psychology)

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