Motivation to Lead as Mediator of Relations Between the Dark Triad, Big Five, and Leadership Intention.

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.

Who Wants to Be an Intrapreneur? Relations between Employees' Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations.

This paper reports an empirical study conducted to examine the relationship between employees' Entrepreneurial, Professional, and Leadership (EPL) career motivations and their intrapreneurial motivation. Using data collected from 425 working adults in the research/innovation and healthcare settings, we develop a self-report measure of employee intrapreneurial motivation. We also adapt an existing self-report measure of E, P, and L career motivations (previously developed and used with university students) for use with working adult organizational employees. Confirmatory factor analysis indicate that E, P, and L motivations and intrapreneurial motivation can be measured independently and reliably, while regression analyses show that the employees' E, P, and L motivations all contribute to explaining variance in their intrapreneurial motivation. Individuals with high E, P, and L motivational profiles are also found to have the highest intrapreneurial motivation scores, while those low on E, P, and L motivations have the least intrapreneurial motivation. Our findings suggest that the potential for intrapreneurship is not unique to only entrepreneurial employees. Instead, one can find intrapreneurs among employees with strong leadership and professional motivations as well. We discuss the findings in the context of generating more research to address the challenges of talent management in the 21st century knowledge economies where there is greater career mobility and boundarylessness in the workforce.

Rating leniency and halo in multisource feedback ratings: testing cultural assumptions of power distance and individualism-collectivism.

This study extends multisource feedback research by assessing the effects of rater source and raters' cultural value orientations on rating bias (leniency and halo). Using a motivational perspective of performance appraisal, the authors posit that subordinate raters followed by peers will exhibit more rating bias than superiors. More important, given that multisource feedback systems were premised on low power distance and individualistic cultural assumptions, the authors expect raters' power distance and individualism-collectivism orientations to moderate the effects of rater source on rating bias. Hierarchical linear modeling on data collected from 1,447 superiors, peers, and subordinates who provided developmental feedback to 172 military officers show that (a) subordinates exhibit the most rating leniency, followed by peers and superiors; (b) subordinates demonstrate more halo than superiors and peers, whereas superiors and peers do not differ; (c) the effects of power distance on leniency and halo are strongest for subordinates than for peers and superiors; (d) the effects of collectivism on leniency were stronger for subordinates and peers than for superiors; effects on halo were stronger for subordinates than superiors, but these effects did not differ for subordinates and peers. The present findings highlight the role of raters' cultural values in multisource feedback ratings.