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Introduction: This study aimed to develop a Japanese version of the motivation to lead (MTL) scale consisting of three factors-affective-identity MTL, noncalculative MTL, and social-normative MTL-and examine its construct validity and reliability. Methods: The participants comprised 500 university students and 500 employees aged 20-29 years registered with a Japanese research company. Results: Based on a confirmatory factor analysis, the three-factor model was found to be appropriate for the Japanese context. The measurement invariance analyses indicated scalar invariance between students and employees and between men and women. Finally, the correlation analysis with the Big Five personality traits conducted to examine construct validity indicated that affective-identity MTL and social-normative MTL had significant relationships with all five traits (extraversion, agreeableness, conscientiousness, openmindedness, and negative emotionality). Although non-calculative MTL was not significantly correlated, it can be interpreted in the Japanese context. Discussion: The results indicate the adequate construct validity and reliability of the Japanese version of the MTL scale. These findings hold significant implications for leadership development and selection in Japan, highlighting the motivational factors that drive effective leadership. [ABSTRACT FROM AUTHOR]

The purpose of this study is to examine the role of motivation to lead in willingness to become a school principal. This study used the qualitative research approach and the data were collected from 10 school principals with a semi-structured interview form and analyzed by thematic analysis. Based on Chan and Drasgow's (2001) Leadership Motivation (LEM) Theory, the themes were analyzed as affective-identity LEM, social-normative LEM, and noncalculative LEM. In the affective-identity LEM theme, the categories of leadership spirit, liking to lead and self-confidence were emphasized. It can be said that affective identity affects the intrinsic motivation of the leader. In the social-normative LEM theme, the categories of sense of duty and responsibility, seeing leadership as a privilege, and experience came to the fore. It can be said that individuals with high social normative leadership motivation have a high sense of social responsibility and a desire to have a reputation that supports their leadership and decisions. The categories of sacrifice, contribution to society, and volunteerism came to the forefront in the noncalculative LEM theme. It is understood that individuals who are highly motivated to lead noncalculative want to add value to others by putting aside their personal interests. A number of recommendations were made to researchers and policy makers, indicating the importance of motivation to lead in the aspiration to become a school principal in order to bring more qualified principals into the system. [ABSTRACT FROM AUTHOR]

The leader–follower relationship plays an important role in preventing employees from engaging in counterproductive work behavior (CWB). We investigate the interplay among perceived leader–member exchange (LMX), leaders' motivation to lead (MTL), and CWB, specifically examining the cross-level effect of leaders' MTL in the relationship between individuals' LMX and CWB. We tested our hypotheses in two studies: a two-source field study in three large European Union companies (217 employees nested into teams with 31 unique leaders) and an experiment with 106 participants in which we manipulated LMX and MTL using vignette scenarios. Field study results indicated that individuals with higher levels of LMX exhibit lower levels of CWB. This relationship is more negative in cases of low MTL, indicating a trade-off effect of LMX and MTL. The experiment replicated these effects. We additionally tested a moderated-mediation model, which included the explanatory mechanism (mediator) of followers' MTL. Taken together, this paper proposes and simultaneously tests interplay effects of followers' dyadic perceptions of their relationships with leaders and leaders' individual differences in reducing CWB. It develops and tests the role-modeling process of leaders' MTL translation into followers' MTL. The paper also shows the multilevel nature of the proposed model with a two-source examination (leader vs. follower perspective). Plain Language Summary: Leadership, motivation and counterproductive behavior This study narrowed in on leader–follower relationship, which plays an important role in preventing employees from engaging in counterproductive work behavior. In two (experimental and lab) studies, we found that employees perceiving their relationship with leader better exhibit lower levels of counterproductive work behavior. Motivation to lead alters the studied relationship. When leaders are not motivated to lead, the relationship is more negative. However, leaders with high motivation to lead seem to foster that same motivation in their followers as well, providing evidence of trickle-down role-modeling taking place in leader-follower dyads. [ABSTRACT FROM AUTHOR]

Although research on the outcomes of leadership practices has increased, the research area on the antecedents of leadership has been underexplored. This study investigated the associations between leadership self-efficacy, motivation to lead and leadership practices that influence the leadership behaviours of higher education students. In the study in which the cross-sectional research design, the sample comprised 545 undergraduates from Turkey. The results showed that increasing student leadership self-efficacy beliefs directly affected leadership practices. Also, in research found the motivation to lead to having an important partially mediated role in the relationship between student self-efficacy beliefs and leadership practices. This study contributes to the existing body of international knowledge on school leadership research by concluding that the effect of leadership self-efficacy and students' motivation to lead on student practices. As a result, in study propose that educational activities aimed at enhancing undergraduate students' leadership self-efficacy and motivation to lead include elements that concentrate on developing students' leadership self-efficacy and motivation to lead. Implications for policy, practice and research are discussed.

Extant research has long investigated the individual antecedents of leadership emergence, but less research has explored the motivational factors. Drawing upon regulatory focus theory, the current research addresses the above issue by proposing a research model of the influence of regulatory focus on leadership emergence. Survey data collected from 426 undergraduate students in China indicated that both promotion focus and prevention focus were positively associated with leadership emergence. In addition, promotion focus contributed to leadership emergence via affective-identity motivation to lead (MTL), and prevention focus led to leadership emergence via social-normative MTL. Furthermore, undergraduate students' extracurricular activity participation strengthened both the link between affective-identity MTL and leadership emergence and the indirect link between promotion focus and leadership emergence via affective-identity MTL. Nevertheless, undergraduate students' extracurricular activity participation did not moderate both the link between social-normative MTL and leadership emergence and the indirect link between prevention focus and leadership emergence via social-normative MTL. This research contributes to the literature on leadership emergence, regulatory focus theory, and MTL and offers practical benefits for enhancing undergraduate students' leadership emergence. [ABSTRACT FROM AUTHOR]

Leaders are often thought to meaningfully influence the performance of the organizations they lead. However, considerable research suggests that their impact on organizational performance might actually be minimal. These claims of leader irrelevance pose a puzzle: If leaders are relatively insignificant, why would someone commit to leading? Applying decision-making theory, I first consider justifying the decision to lead according to the logics of consequence and appropriateness-the two principal decision-making logics underlying previous work on the motivation to lead. I then present the logic of absurdity-a decision-making logic in which decision makers knowingly choose to dedicate themselves to an irrational course of action. In terms of the decision to lead, a decision maker employing the logic of absurdity acknowledges the likely futility of leading but decides to commit to it nonetheless. I conclude by considering when leaders are most likely to decide to lead according to the logic of absurdity and why doing so may result in leadership of exceptional originality, foolishness, intelligence, and madness. [ABSTRACT FROM AUTHOR]

Background: Leadership styles of a nurse manager have a profound influence on staff nurses' motivation to engage in formal nursing leadership roles; however, the mechanism underlying this pattern of influence remains unknown. Aim: To assess the direct and indirect effect of nurse managers' authentic leadership on staff nurses' motivation to engage in formal leadership roles, through the intermediary role of nurse work environment and leadership self‐efficacy. Methods: This cross‐sectional study involved 1534 nurses from 24 acute care hospitals in the Sultanate of Oman. Findings Nurse managers' authentic leadership was associated with staff nurses' motivation to engage in formal leadership roles. Nurse practice environment and leadership self‐efficacy mediated partially the association between authentic leadership and motivation to engage in formal leadership roles. Conclusion: Results of this study underscore the value of authentic leadership in creating a healthy work environment and fostering nurses' leadership self‐efficacy, resulting in greater motivation to engage in nursing leadership roles. Implications for Nursing Management: Organizational strategies to attract nurses to undertake leadership roles should include measures to bolster authentic leadership behaviours in nurse managers through theory‐driven leadership development programmes or interventions, continuing education, effective succession planning and creating a supportive work environment. [ABSTRACT FROM AUTHOR]

This conceptual paper presents a model for understanding how new leaders' styles of leadership emerge and self-identity changes. New leaders' interpersonal orientation, power motivation, and regulatory focus along with organizational expectations are predicted to influence their beliefs about how to exert power and their motivation to lead (MTL). New leaders' power beliefs, MTL, and perceptions of situational needs affect their engaging in transactional and transformational behaviors. This is the emergence of leadership style and the development of identity as a leader. Over time, new leaders' behaviors, outcomes, and identity formation alter their power beliefs and MTL. This model suggests directions for human resource development research and practice supporting new leader development and building a culture of leadership consistent with the organization's expectations. [ABSTRACT FROM AUTHOR]

This study seeks to enhance the distal-proximal modeling of personality trait–leader emergence relationships by (1) distinguishing between the motivation to lead (i.e., the reasons why a person seeks leadership roles) and leadership intention (i.e., one’s expressed desire to claim a leadership role) and by (2) examining how the Dark Triad traits add to the Big Five personality factors in predicting three motivation to lead factors and leadership intentions. Using personality and careers aspiration data collected from 750 university students, we found that affective-identity and social-normative motivation to lead mediate the effects of distal traits on intentions. In contrast, non-calculative motivation to lead does not contribute to leadership intentions, which has important implications for organizations seeking selfless leaders. Narcissism explains variance in leadership intentions over and above that explained by extraversion; this contrasts with the studies of leader emergence, where the effect of narcissism disappears once extraversion is controlled. Overall, our findings validate the three-factor conceptualization of motivation to lead and illuminate the roles of both bright and dark personality factors in understanding individual desire to attain leadership roles.

This study seeks to enhance the distal-proximal modeling of personality trait–leader emergence relationships by (1) distinguishing between the motivation to lead (i.e., the reasons why a person seeks leadership roles) and leadership intention (i.e., one's expressed desire to claim a leadership role) and by (2) examining how the Dark Triad traits add to the Big Five personality factors in predicting three motivation to lead factors and leadership intentions. Using personality and careers aspiration data collected from 750 university students, we found that affective-identity and social-normative motivation to lead mediate the effects of distal traits on intentions. In contrast, non-calculative motivation to lead does not contribute to leadership intentions, which has important implications for organizations seeking selfless leaders. Narcissism explains variance in leadership intentions over and above that explained by extraversion; this contrasts with the studies of leader emergence, where the effect of narcissism disappears once extraversion is controlled. Overall, our findings validate the three-factor conceptualization of motivation to lead and illuminate the roles of both bright and dark personality factors in understanding individual desire to attain leadership roles. [ABSTRACT FROM AUTHOR]

We investigate whether individual differences predict perceptions of leadership patterns during teamwork. Building on information processing theories, we show that team members' individual cognitive schemas regarding the distribution of leadership in teams, leadership structure schemas, predict the centralization of individual perceptions of team leadership. Team members' individual perceptions of communication network centralization partially mediates, and team member's affective motivation to lead moderates this relationship. Our results indicate that leadership structure schemas, as well as motivation to lead, affect perceived patterns of interpersonal communication as well as the centralization of the individually perceived team leadership structure. [ABSTRACT FROM AUTHOR]

This study investigated the reasons that leaders have given for their leader role occupancy. By using a mixed-method approach and large leader data, we aimed to provide a more nuanced picture of how leader positions are occupied in real life. We examined how individual leadership motivation may associate with other reasons for leader role occupancy. In addition, we aimed to integrate the different reasons behind leader role occupancy into the framework of sustainable leader careers and its two indicators: leader’s health (occupational well-being) and performance (measured indirectly as followers’ occupational well-being). The survey data consisted of 1,031 leaders from various sectors of working life. Qualitative analysis revealed that leaders mention various factors behind their leader role occupancy, resulting 26 themes. After inductive investigation of the data, theory-driven analysis focused on the sustainable career components (person, context, time) and agency vs. non-agency. Qualitative data was quantitized based on the theory-driven categories for statistical analysis. Based on the these analysis, we found out that only Affective-Identity MTL predicted all of the studied reasons behind leader role occupancy, whereas the other motivation types (Non-calculative MTL and Social-Normative MTL) did not. All of the reasons for leader role occupancy except non-agentic ones were related to both leaders’ own and their followers’ occupational well-being. Leaders with more person-related and agentic reasons for leader role occupancy experienced better occupational well-being. Person- and context-related and agentic reasons behind leader role occupancy associated also with followers’ occupational well-being, but the associations differed from those of leaders’ well-being: person-related and agentic reasons associated with followers’ exhaustion, but this association was not found among leaders. Our study provided important information for practitioners in the field of human resources and development, as it has shown that if the reasons for leader role occupancy mainly reflect circumstances or other non-person-related reasons, the experienced occupational well-being and person-career fit may remain weak. It is necessary to try to support the leadership motivation for those leaders, or to shape the job description in such a way that it can also offer the experiences of meaningfulness from aspects other than self-realization through a managerial role.

This study investigated the reasons that leaders have given for their leader role occupancy. By using a mixed-method approach and large leader data, we aimed to provide a more nuanced picture of how leader positions are occupied in real life. We examined how individual leadership motivation may associate with other reasons for leader role occupancy. In addition, we aimed to integrate the different reasons behind leader role occupancy into the framework of sustainable leader careers and its two indicators: leader's health (occupational well-being) and performance (measured indirectly as followers' occupational well-being). The survey data consisted of 1,031 leaders from various sectors of working life. Qualitative analysis revealed that leaders mention various factors behind their leader role occupancy, resulting 26 themes. After inductive investigation of the data, theory-driven analysis focused on the sustainable career components (person, context, time) and agency vs. non-agency. Qualitative data was quantitized based on the theory-driven categories for statistical analysis. Based on the these analysis, we found out that only Affective-Identity MTL predicted all of the studied reasons behind leader role occupancy, whereas the other motivation types (Non-calculative MTL and Social-Normative MTL) did not. All of the reasons for leader role occupancy except non-agentic ones were related to both leaders' own and their followers' occupational well-being. Leaders with more person-related and agentic reasons for leader role occupancy experienced better occupational well-being. Person- and context-related and agentic reasons behind leader role occupancy associated also with followers' occupational well-being, but the associations differed from those of leaders' well-being: person-related and agentic reasons associated with followers' exhaustion, but this association was not found among leaders. Our study provided important information for practitioners in the field of human resources and development, as it has shown that if the reasons for leader role occupancy mainly reflect circumstances or other non-person-related reasons, the experienced occupational well-being and person-career fit may remain weak. It is necessary to try to support the leadership motivation for those leaders, or to shape the job description in such a way that it can also offer the experiences of meaningfulness from aspects other than self-realization through a managerial role. [ABSTRACT FROM AUTHOR]

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Introduction: This study aimed to develop a Japanese version of the motivation to lead (MTL) scale consisting of three factors-affective-identity MTL, non-calculative MTL, and social-normative MTL-and examine its construct validity and reliability., Methods: The participants comprised 500 university students and 500 employees aged 20-29 years registered with a Japanese research company., Results: Based on a confirmatory factor analysis, the three-factor model was found to be appropriate for the Japanese context. The measurement invariance analyses indicated scalar invariance between students and employees and between men and women. Finally, the correlation analysis with the Big Five personality traits conducted to examine construct validity indicated that affective-identity MTL and social-normative MTL had significant relationships with all five traits (extraversion, agreeableness, conscientiousness, open-mindedness, and negative emotionality). Although non-calculative MTL was not significantly correlated, it can be interpreted in the Japanese context., Discussion: The results indicate the adequate construct validity and reliability of the Japanese version of the MTL scale. These findings hold significant implications for leadership development and selection in Japan, highlighting the motivational factors that drive effective leadership., Competing Interests: The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest., (Copyright © 2024 Tanaka, Hatano, Ikeda and Nakahara.)

This study explores how gender predicts millennial employee motivation to take a leadership role within a work organization. Previous studies have considered multiple factors in predicting three distinct types of employee motivation to lead, but none have considered how gender may impact this relationship, specifically within the millennial population. Using a sample of 210 employees from a range of industries, results indicate that gender directly affects two types of motivation to lead. In addition to enhancing the theoretical model of employee motivation to accept organizational leadership responsibilities, the results have practical significance for organizations concerned with attracting and developing millennial organizational leaders. [ABSTRACT FROM AUTHOR]

Leadership is considered a key career aspiration. However, in a volatile, uncertain, complex and ambiguous (VUCA) environment, is such a goal indisputably desirable? Tapping the emotion domain, we propose a new construct, worries about leadership (WAL), defined as the worries people have about the possible negative consequences of assuming a leadership role. Four studies investigated discriminant, convergent and predictive validities of WAL scale using diverse methodologies: survey, lab experiment and naturalistic field study. Findings confirmed theoretically proposed dimensions of WAL: worries about failure, work‐life imbalance, and harm. WAL was found orthogonal to Motivation to Lead (MTL; Chan & Drasgow, 2001) and correlated with neuroticism and prevention focus. Correlation of WAL scores with physiological indices of emotions was insignificant, albeit in the expected direction. WAL predicted leader emergence above and beyond MTL. These findings have significant theoretical and practical implications contributing to more nuanced understanding of leader emergence. [ABSTRACT FROM AUTHOR]

This article examines aspiring leaders' willingness to participate in leadership development activities as influenced by leadership self-efficacy (LSE) and motivation to lead (MTL) and propose LSE and its interaction with MTL as potential "fatal flaws" in leadership actualization, particularly among potentially overly confident, yet eager, Millennials. A total of 171 students from ages 18 to 26 participated in the study. Results indicate that LSE interacts with MTL and correlates with attenuated participation in formal, and potentially essential, developmental activities. This study contributes to the leadership development literature by applying individual difference variables to increase the understanding of factors that may interact with MTL in influencing developmental choices. It also integrates pride and expectancy theories to enhance our understanding of the relative contributions of these variables to the prediction of leadership development activity preferences and pursuits. [ABSTRACT FROM AUTHOR]

Purpose: This study is a contribution to the validation of the Motivation to Lead (MTL) scale proposed by Chan and Drasgow (2001) in order to measure three types of motivation to be a leader: affective, social-normative and calculative. This research examines the psychometrical properties of the MTL scale in the Estonian context.Methodology: The sample of 517 military and non-military individuals from the Estonian Defence Forces, Estonian Police and students from Tallinn University participated in the study. The original MTL scale was expanded by with the addition of ideological and patriotic dimensions proposed by Amit and colleagues (2007). The factorial structure of the MTL Scale was analysed by using exploratory and confirmatory factor analysis (respectively N = 170 and N = 347).Findings: The results confirmed that both three- and five- component MTL scales are applicable in the Estonian context; the pool of 35 items was reduced into 25 items with good internal reliability. Moreover, the results showed correlations between leadership self-efficacy and MTL components,and differences between leaders’ and non-leaders’ MTL. The results indicate that the MTL scale can be a reliable and useful instrument to measure leadership motivation in the Estonian military context.Originality: This study is the first to adapt the MTL scale to the Estonian context. In addition, it examines the validity of ideological and patriotic MTL as part of the general MTL construct outside of the Israeli samples.

Formal mentoring helps protégés overcome perceived leadership role barriers. Thus, the number of protégés in leadership positions may be increased with good mentoring that will enhance their motivation to lead. In this paper, we examined the extent to which formal leadership mentoring influences protégés' motivation to lead via increased leadership self-efficacy. Data were collected from 174 mentor-protégé dyads in nine organizations in South Korea. We found that motivation to lead was related to formal leadership mentoring through enhanced leadership self-efficacy. In addition, mentoring quality and motivation to learn played important roles in elaborating this mechanism in positive ways. Contrary to our hypothesis, female protégés were less likely than male protégés to reap benefits from formal leadership mentoring. Theoretical and practical implications are provided. [ABSTRACT FROM AUTHOR]

The purpose of the study was to examine the differences in perceptions of motivation to lead, mental health, and job satisfaction of male and female police constables. Police constables (N = 203, male = 144, female = 59) were surveyed at four districts (Varanasi, Mirzapur, Allahabad and Lucknow) in the state of Uttar Pradesh, Republic of India. Participants’ responses were obtained on questionnaires which measured demographic characteristics, motivation to lead (Dubrin, 1998), psychological well-being, psychological distress (Heubeck & Neill Psychological Reports, 87:431–440, 2000), and job satisfaction (Dantzker’s Journal of Crime and Justice 16:171–181, 1993). Results of t test analysis indicated that job experience, salary, education, motivation to lead, and psychological well-being were significantly different among the male and female police constables. Motivation to lead was a significantly positive correlate of job satisfaction among male participants only while psychological well-being was significantly, positively correlated with job satisfaction of both male and female participants. Psychological well-being also exercised partial mediator effects on the positive relationship between “motivation to lead” and job satisfaction in male police constables only. However, psychological distress was negatively correlated with job satisfaction of male police constables. The findings have significant implications for increasing job satisfaction in the police department. Findings indicate that the government should concentrate on removing anomalies in the job conditions of the female police constables so as to promote psychological well-being. Simultaneously, the police department should also pay attention to conditions which can increase motivation to lead among its female police constables. [ABSTRACT FROM AUTHOR]

We integrated ideas from literature on error management culture, leadership motivation, and career development to create several contributions for the research literature. First, we examined two situational factors - error management/aversion culture perceptions - that affect employees' leadership-relevant motivations. Second, we distinguish between two types of leader motivations, motivation to lead ( MTL) and motivation to develop leadership skills ( MTDL). We offer evidence of discriminant and predictive validity of the two leadership motivations on key leadership processes and outcomes. Third, we tested a linkage model in which error management/aversion perceptions influenced leadership motivations ( MTL and MTDL) and these motivations predicted leadership capacity and leader career success (i.e., promotions, increased leadership responsibility, and pay increases). Based upon multisource data collected from 151 employees and their supervisors from diverse occupations and organizations over a period of 1 year, we found that error management perceptions were positively associated with social-normative MTL (the motive to lead out of a sense of duty and obligation) and with MTDL whereas perceptions of error aversion were negatively related with affective-identity and non-calculative MTL. MTDL was distinguishable from MTL and demonstrated better predictive validity on leadership capacity and career success than MTL. We discuss a number of implications for both theory and practice. Practitioner Points Creating a culture in which errors are constructively managed enhances leadership motivations, leadership capacity (leader behaviour, development, and potential), and career success., In managing leadership development and performance, distinguishing between motivation to be a leader and motivation to develop leadership skills is important, both in terms of how these motivations are influenced by error management and aversion and in terms of the how the motivations influence leadership capacity and success. Motive to lead out of a sense of duty is key. [ABSTRACT FROM AUTHOR]

As leaders across organizational contexts continue to face volatile and often stressful environments, a greater understanding of the psychological underpinnings of the motivation to lead (MTL) in challenging circumstances is needed. Based on a sample of 242 cadets holding leadership positions in a military college, we utilized a distal and proximal conceptualization of MTL to test achievement values, grit, and psychological capital (PsyCap) as antecedents to the three factors of MTL. Controlling for gender, prior leadership positions, and leader tenure, regression modeling revealed grit and achievement values to be positively associated with affective/identity MTL, while PsyCap was positively associated with all three MTL factors. In addition, PsyCap mediated the relation between grit and all three MTL factors. Our findings suggest that PsyCap plays a critical proximal role in MTL in demanding environments, and further implications for research and practice are discussed. [ABSTRACT FROM AUTHOR]

This study tested the effect of servant leadership on followers' inclinations to strive for and, in contrast, to avoid leadership responsibility. Results from a study in the health care context, including two waves of data from 222 employees, revealed that servant leadership had a small but positive effect on followers' leadership avoidance. This effect was influenced by followers' implicit conception of an ideal leader. Specifically, servant leadership was found to reduce leadership avoidance when the congruence with the followers' ideal leader prototype was high. Furthermore, followers' core self-evaluations and affective motivation to lead mediated the relationship between servant leadership and reduced leadership avoidance. Implications of these patterns for theory and practice and avenues for future research are discussed. [ABSTRACT FROM AUTHOR]

This study investigated the association of imams' religiosity behavior, leadership behavior, motivation to lead, and mosque performance of both rural and urban mosques in three states of Peninsular Malaysia or Federal Territory of Kuala Lumpur, Selangor, and Negeri Sembilan. 250 randomly selected mosques around the three states were visited in this study. All selected mosques were distributed with a self-administered questionnaire to be filled by the mosque leader or imam. The questionnaires returned to the researcher are 58 and this has made the respond rate for this research is 23.2 percent. Mosque performance was measured by using three variables or mosque attendance, the amount of fund raised by the mosque, and mosque assets. Imams' religiosity behavior was measured through the imams' routine religious activities and their leadership behavior was measured through three dimensions or task-oriented, relation-oriented, and religious leadership oriented behavior. Motivation to lead was measured by using three dimensions or affective identity, non-calculative, and social normative motivation to lead. Based on the test of normality, the distribution of data for leadership behavior and motivation to lead was found normal suggesting the results could be generalized to the whole population of imams in the three investigated states. Based on hierarchical regression analysis, this research first found that amount of fund raised by mosques have a significant positive association with mosque attendance but not mosque assets. Secondly, imams' individual religiosity behavior has no significant association with their leadership and motivation to lead. Thirdly, imams' religious leadership behavior has significant influence over mosque performance as compared to conventional task and relation leadership behaviors. Fourth, same with imams' leadership, their motivation to lead also significantly influenced mosque performance. Finally, imams' leadership behavior partially mediated the association of imams' motivation to lead and mosque performance suggesting imams' leadership as a significant variable to determine mosque performance. The results, in general, are important to be used by authorities and associated bodies to design suitable development model for imams and mosque performance in Malaysia. [ABSTRACT FROM AUTHOR]

Narcissists are assumed to be highly motivated to lead, but little is known about the underlying reasons or boundary conditions of this motivation. We examine the mediating role of individual level of identity, arguing that this process differs between individualistic and collectivistic cultures. Across two empirical studies, we found a positive relationship between narcissism and affective motivation to lead (MTL) in both the United Kingdom (UK) and China. In Study 1, an indirect effect emerged between narcissism and MTL via individual level identity in the UK but not in China. Study 2 employed a manipulation of mediator design. Although we found no mediation effect of individual level of identity in the UK sample, in China, there was initial evidence pointing to the role of collective level of identity as a mediator. With these studies, we add to the understanding of narcissism as an antecedent of MTL, and how these processes may differ between cultures. Our research opens up new avenues for the cross-cultural study of narcissism and leadership. • Narcissists are assumed to be highly motivated to lead. • Our research across the UK and China supports that narcissism is related to affective motivation to lead. • This effect partly works via individual level identity in the UK but not in China. • Further research should examine if in China collective level of identity is a mediator of this relationship. • Our studies add to the understanding of narcissism as an antecedent of motivation to lead and differences between cultures. [ABSTRACT FROM AUTHOR]

As leaders across organizational contexts continue to face volatile and often stressful environments, a greater understanding of the psychological underpinnings of the motivation to lead (MTL) in challenging circumstances is needed. Based on a sample of 242 cadets holding leadership positions in a military college, we utilized a distal and proximal conceptualization of MTL to test achievement values, grit, and psychological capital (PsyCap) as antecedents to the three factors of MTL. Controlling for gender, prior leadership positions, and leader tenure, regression modeling revealed grit and achievement values to be positively associated with affective/identity MTL, while PsyCap was positively associated with all three MTL factors. In addition, PsyCap mediated the relation between grit and all three MTL factors. Our findings suggest that PsyCap plays a critical proximal role in MTL in demanding environments, and further implications for research and practice are discussed.

I tested a model of motivation to lead in relation to two types of leader traits (narcissism and humility). I proposed that leader traits would influence individuals' motivation to lead through the self-concept construction processes of leadership self-efficacy and positivity in leader identity. Using a 3-wave time-lagged sample comprising 280 managers, I found that (a) both narcissism and humility had significant and positive influences on the affective-identity and social-normative components of motivation to lead; and (b) these relationships were mediated by leadership self-efficacy and positivity in leader identity. I discuss the implications of these findings for research on leader traits, leadership development, and cross-cultural management. [ABSTRACT FROM AUTHOR]

The impostor phenomenon is increasingly recognized as an important psychological construct for career development, yet empirical research on how it functions in this domain is sparse. We investigated in what way impostor feelings are related to the fear of failure, fear of success, self-esteem, and the career-development aspects career planning, career striving, and the motivation to lead. We conducted two studies with independent samples of university students (N = 212) in a laboratory study and working professionals (N = 110) in an online study. In both samples, impostor feelings were fostered by fear of failure, fear of success, and self-esteem and they decreased career planning, career striving, and motivation to lead. A path analysis showed that impostor feelings had the most negative effects on career planning and career striving in students and on the motivation to lead in working professionals. The results suggest that the impostor phenomenon is relevant to career development in different ways at different career stages. Practical implications and interventions to reduce the negative effects of impostor feelings on career development are discussed.