Is leadership a part of me? A leader identity approach to understanding the motivation to lead |
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| Institution: | 1. European School of Management and Technology, Germany;2. Instituto de Empresa, Spain;1. Department of Psychology, The University of Houston, 126 Heyne Building, Houston, TX 77204-6021, United States;2. College of Business, Zayed University, Dubai, United Arab Emirates;3. van Driel Consulting, 629 Vrebenia Dr., Satellite Beach, FL 32937, United States;4. Defense Equal Opportunity Management Institute, 366 Tuskegee Airmen Drive, Patrick Air Force Base, FL 32925-3399, United States;5. College of Business and Public Policy, University of Alaska Anchorage, 3211 Providence Drive, RH-306, Anchorage, AK 99508, United States;1. Department of Management, Strome College of Business, Old Dominion University, 2171 Constant Hall, Norfolk, VA 23529, USA;2. Department of Management, College of Business, Florida State University, 821 Academic Way, P.O. Box 3061110, Tallahassee, FL 32306-1110, USA;1. The Hebrew University;2. Ono Academic College;1. Virginia Tech, United States;2. Fairleigh Dickinson University, United States;3. Durham University Business School, United Kingdom;4. Lycoming College, United States |
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| Abstract: | Drawing on social comparison and identity literature, we suggest that individuals' comparisons of themselves to their own standards of leadership relate to their leadership motivation. We propose and test a model of motivation to lead (MTL) based on two types of self-to-leader comparisons: self-to-exemplar and self-to-prototype comparisons with respect to affiliation. In our main study, using data from a sample of 180 executives, we apply structural equation models to test our predictions. We find that self-comparisons with concrete, influential leaders of the past or present (self-to-exemplar comparisons) relate positively to MTL. We also find that self-comparisons with more general representations of leaders (self-to-prototype comparisons in affiliation) relate to MTL. Whereas the effect of self-to-exemplar comparisons is mediated through individuals' leadership self-efficacy perceptions, the effect of self-to-prototype comparisons is not. We replicate these findings in three follow-up studies using different research designs. We derive implications for theory and practice. |
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