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In this paper, the authors studied the affective and social normative Motivation To Lead (MTL) components among a sample of business executives with considerable leadership experience. They built on a solid stream of the leadership literature which suggested that leadership development processes are ingrained in identity processes. The paper presents two studies. In study 1, they examined the importance and psychological attachment individuals place on the leadership role (what is referred to as 'Leader-identity centrality') and how it relates to their motivation to lead. In study 2, they seek to understand how self-role alignment, in terms of skills and values, relates to individuals' MTL.
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