ACHIEVEMENT, POWER AND MANAGERIAL MOTIVATION: SELECTING MANAGERIAL TALENT WITH THE JOB CHOICE EXERCISE

Relying on McClelland's theory of need for Achievement ( n Ach) and need for Power ( n Pow) this paper hypothesizes that high managerial motivation consists of both high n Ach and high n Pow, and that low managerial motivation consists of both low n Ach and low n Pow. Using the Job Choice Exercise, which is a decision modeling approach to the measurement of n Ach and n Pow, 172 respondents from several different samples were investigated to test these hypotheses. Those who scored high in managerial motivation had higher managerial performance than others, had a higher managerial promotion rate than others, were more likely to be campus leaders than others, or were more likely to be managers than blue collar workers. The opposite was found for low managerial motivation except for managerial performance where there was insufficient data. No difference between the sexes or between the races was found on either the high or the low managerial motivation measure in a nationwide sample of 1,417. Based on these results, the managerial selection implications and early identification of managerial talent implications are discussed.     

Basic psychological needs and work motivation: A longitudinal test of directionality

Most work-related studies of self-determination theory (SDT) have focused either on satisfaction of basic psychological needs or on types of work motivation when studying motivational processes at work. The few studies that have considered both mechanisms have usually assumed that satisfaction or frustration of basic psychological needs is a prerequisite of different types of work motivation. Nevertheless, the directionality of this relation has not been explicitly tested in previous studies of the workplace. The current study explored the relations among managerial need support, basic psychological need satisfaction at work, and work motivation. It tested competing sets of hypotheses regarding the directionality of these three core constructs within SDT’s model of work motivation. A longitudinal analysis suggested that managerial need support was positively directly related to basic psychological need satisfaction but not directly related to work motivation. Further, results indicated that basic psychological need satisfaction was related to work motivation over time and not the other way around. In addition, it was found an indirect relation between in managerial need support and in work motivation through in basic psychological need satisfaction. These findings have important implications for future SDT research testing process models in the workplace.     

The impact of the opinions of others on variety‐seeking behavior

One reason for consumer variety‐seeking behavior is interpersonal motivation. Building on previous theories, we suggest that the different information types of interpersonal sources influence the variety‐seeking behavior of individuals. Two laboratory experiments are conducted to examine the influence of the opinions of others on such behavior. The results support the author's contention that to derive more enjoyment from a shared product, an individual will make choices congruent with the opinions of others in online information. The managerial implications and study limitations are also discussed.     

Why achievement motivation predicts success in business but failure in politics: the importance of personal control

Several decades of research have established that implicit achievement motivation (n Achievement) is associated with success in business, particularly in entrepreneurial or sales roles. However, several political psychology studies have shown that achievement motivation is not associated with success in politics; rather, implicit power motivation often predicts political success. Having versus lacking control may be a key difference between business and politics. Case studies suggest that achievement-motivated U.S. presidents and other world leaders often become frustrated and thereby fail because of lack of control, whereas power-motivated presidents develop ways to work with this inherent feature of politics. A reevaluation of previous research suggests that, in fact, relationships between achievement motivation and business success only occur when control is high. The theme of control is also prominent in the development of achievement motivation. Cross-national data are also consistent with this analysis: In democratic industrialized countries, national levels of achievement motivation are associated with strong executive control. In countries with low opportunity for education (thus fewer opportunities to develop a sense of personal control), achievement motivation is associated with internal violence. Many of these manifestations of frustrated achievement motivation in politics resemble authoritarianism. This conclusion is tested by data from a longitudinal study of 113 male college students, showing that high initial achievement motivation combined with frustrated desires for control is related to increases in authoritarianism (F-scale scores) during the college years. Implications for the psychology of leadership and practical politics are discussed.     

Age‐related differences in work motivation

This paper examines age‐related differences in work motivation in two samples of 9,388 and 2,512 individuals who completed a comprehensive motivation questionnaire for selection or development purposes. In the first sample, age differences were examined by controlling for gender and investigating whether relationships between age and motivation were non‐linear. Statistically significant relationships between motivation and age were found for most motivation scales, explaining up to 12% of the variance in specific scales. The second sample was used to confirm these results and to determine whether differences on these motivation scales could be explained by additional demographic variables, which were not available in the first sample. When controlling for demographic variables, such as gender, managerial experience, and university education, the pattern of results was similar in the second data set although effects were smaller. Results generally support propositions from the literature, which suggest a shift in people's motives rather than a general decline in motivation with age: older employees were less motivated by extrinsically but more by intrinsically rewarding job features.     

Developmental order driving the relationship between executive functions and theory of mind: a case study

Several studies have suggested there is a developmental link between executive functions and theory of mind. However, the developmental order driving the relationship is not well understood. The main reason is that the development of executive function parallels the development of theory of mind in normally developing children. In this paper, a case (H.Y.) is reported. H.Y. had lived in a persistent vegetative state for 6 years after encephalitis at the age of 10. He showed a developmental order driving the relationship between executive functions and theory of mind. These findings are consistent with recent suggestions that development of executive function might be important as a predecessor of either the ability to understand false beliefs or the ability to express that understanding.     

Examining Leadership With American Counseling Association Presidents: A Grounded Theory of Leadership Identity Development

In a grounded theory study, the authors examined the leadership identity development of 12 past presidents of the American Counseling Association. Using individual interviews, the authors identified 3 interactional themes that form a theoretical framework for leadership identity development: (a) influence, motivation, and support to lead; (b) leadership skills; and (c) reinforcing experiences. Implications for counselors and counselor educators are offered.     

Managerial Self-Efficacy,Outcome Expectancies,and Work-Role Salience as Determinants of Ambition for a Managerial Position1

Based on research involving a sample of 1,030 employees in three different organizations, the determinants of ambition for a managerial position were examined using LISREL analyses. The analysis provided support for the model derived from social cognitive career theory. Ambition for a managerial position was mainly explained by managerial self-efficacy, which was influenced by performance attainment, physiological arousal, and verbal persuasion. Outcome expectancies and work-role salience had a direct as well as an indirect relationship with ambition for a managerial position, mediated by managerial self-efficacy. Although the structural model was supported in the three samples, the estimated parameters in the model differed. Contrary to what was expected, vicarious experience did not contribute to self-efficacy in management tasks.     

Career change and congruence of personality type: An examination of DOT-derived work environment designations

Holland's theory of congruence of work environments was examined by analyzing the career redirection of 62 men of managerial and professional level who changed occupations between the ages of 33 and 54. Three-letter personality codes for each subject were obtained by administering the Strong-Campbell Interest Inventory. Dictionary of Occupational Titles codes for first and second occupation were obtained and then translated into Holland codes. These were compared to the personality code for each man to determine whether the first or second job was more congruent. It was found that 26 men changed to careers more congruent with their personality, 25 to careers less congruent, and 11 made no change. The results of the study do not lend support to Holland's theory, probably because of the imprecision of DOT categories for research purposes. The need for a more reliable means for coding work environments is discussed.     

The Personalities of Presidents as Independent Variables

The debate about the relative importance of the personality traits of presidents has a long history. Until the mid-1970s, scholars of the presidency extensively focused on the uniqueness of the individuals that held office. However, the difficulty in capturing presidential personalities and measuring their impact on executive politics led to a significant quantitative shift that focused more on the institutions within which presidents operate. This change produced a long-lasting divide between researchers interested in the “institutional” presidency and those focused on the “personal” presidency. I propose to integrate both approaches by incorporating insights from differential psychology to treat the personality traits of presidents as independent variables. In support of the argument, I use data from an expert survey that captured psychometric traits of presidents who governed the Western Hemisphere in 1945–2012 to reassess an influential study about Latin American presidents. The results show that adding openness to experience leads to a deeper understanding of presidential approval. I conclude by arguing that measuring the personality traits of all sorts of leaders is necessary to modernize the study of elites.     

Organizational Structure,Context, and Climate: Their Relationships to Job Satisfaction at Three Managerial Levels

Managers from 120 organizations (183 men and 27 women) from four major Canadian urban centers were surveyed about their job satisfaction. Seven aspects of job satisfaction were evaluated: satisfaction with the firm, pay, promotional opportunities, the job itself, other managers at the same level, immediate supervisor, and subordinates. Overall, managers at the highest level reported the most job satisfaction. For presidents, satisfaction was related to the organization's structure and context, as well as to its climate, whereas for middle managers and vice presidents, job satisfaction was related more frequently to the organization's climate and less frequently to its structure and context.     

An experimental examination of social contexts and the use of power in a Chinese sample

Researchers have considered power as a largely corrupting force in organizations. In the present experiment, the authors used the theory of cooperation and competition to investigate the effects of social context on power use in a sample of Chinese participants. The present results support the reasoning that high power compared to low power provides the capacity to assist employees and that cooperative, but not competitive, goals facilitate the motivation of managers to use their power to support employees and to develop managerial conclusions that employees are capable and appreciative. These results suggest limitations to traditional organizational power theories that assume a competitive context between the powerful and those subject to power. Cooperative goals appear to be an important basis for developing the positive face of power in organizations in China and perhaps in other cultures as well.     

Show them the money? The role of pay,managerial need support,and justice in a self‐determination theory model of intrinsic work motivation

The link between money and motivation has been a debated topic for decades, especially in work organizations. However, field studies investigating the amount of pay in relation to employee motivation is lacking and there have been calls for empirical studies addressing compensation systems and motivation in the work domain. The purpose of this study was to examine outcomes associated with the amount of pay, and perceived distributive and procedural justice regarding pay in relation to those for perceived managerial need support. Participants were 166 bank employees who also reported on their basic psychological need satisfaction and intrinsic work motivation. SEM‐analyses tested a self‐determination theory (SDT) model, with satisfaction of the competence and autonomy needs as an intervening variable. The primary findings were that amount of pay and employees' perceived distributive justice regarding their pay were unrelated to employees' need satisfaction and intrinsic work motivation, but procedural justice regarding pay did affect these variables. However, managerial need support was the most important factor for promoting need satisfaction and intrinsic work motivation both directly, indirectly, and as a moderator in the model. Hence, the results of the present organizational field study support earlier laboratory experiments within the SDT framework showing that monetary rewards did not enhance intrinsic motivation. This seems to have profound implications for organizations concerned about motivating their employees.     

The relationship between motivation and achievement in interdependent situations

This meta‐analysis investigates the degree to which achievement is positively associated with motivation within situations characterized by positive, negative, and no interdependence. First, the relative effects of positive, negative, and no interdependence on motivation and achievement were determined. Then the amount of variance in achievement explained by motivation (and vice versa) was calculated. In all, 629 independent studies were included, representing 26 different countries. Results also showed that motivation accounted for 14% of the variance in achievement (and vice versa). When the lowest‐quality studies were eliminated, the percentage of achievement explained by motivation increased to 24%. Positive interdependence resulted in greater motivation and achievement than did negative or no interdependence. Implications for theory and application are discussed.     

An empirical application of transaction-costs theory to organizational design characteristics

The environmental uncertainty component of transaction-costs theory was used to predict the organizational structural characteristics of size (number of employees) and horizontal differentiation (number of vice presidents) using financial and management information from the COMPACT DISCLOSURE data base (which contains the most recent annual and periodic reports for more than 12,000 public companies). Organizations were categorized as low- or high-uncertainty industries according to Dess and Beard's (1984) Dynamism Scale, and net sales volume was controlled. As predicted, high-uncertainty companies had significantly higher horizontal differentiation than low-uncertainty firms, a finding that supports the transaction-costs expectation that organizations may require more departments or personnel to cope with increasing uncertainty. Surprisingly, low-uncertainty firms were found to have significantly more employees than high-uncertainty organizations, which is the opposite of what transaction-costs theory predicts. Possible explanations for this unexpected finding and further potential limitations are discussed.     

Motivation to Manage in China and Hong Kong: A Gender Comparison of Managers

Although women comprise an important part of the labor force in Hong Kong and the People's Republic of China (PRC), they remain underrepresented and underutilized in managerial positions. This study investigates the applicability of role motivation theory in the Chinese culture and examines if lack of motivation to manage is a potential explanation for this underrepresentation. Data were collected from 127 Hong Kong (68 men and 59 women) and 175 mainland Chinese (128 men and 47 women) managers. As expected, Hong Kong managers possess significantly higher levels of motivation to manage than do their PRC counterparts. There are, however, no significant gender-based differences in levels of motivation to manage in either Hong Kong or the PRC. Lack of motivation to manage does not appear to contribute to the underutilization of Chinese women in management in Hong Kong and mainland China.     

The Early Identification of Managerial Talent

Research was conducted to determine if managerial motivation can be identified during the period of graduate education, or whether it emerges only subsequent to industrial employment. 106 graduate business students were tested with the Miner Sentence Completion Scale (MSCS) which was scored to give an Item Score and a Rare Score. 41 indicated a desire for managerial employment, 32 a desire to teach, and 33 a desire for specialized or professional employment in business. The mean MSCS Item Scores for these groups were 7.71, .59, and 1.27, respectively; the Rare Scores, 1.00, ?1.72, and ?dash;1.36. In both instances the scores for those with managerial goals were significantly above those for the other groups (p < .01). These results support the conclusion that managerial motivation develops prior to the initiation of the business career, and exerts a strong influence on vocational choice.     

Examining antecedents and outcomes of part‐time working nurses' motives to search and not to search for a full‐time position

Grounded in self‐determination theory, this study sought to examine the antecedents and outcomes of part‐time working nurses' (n = 404) motives for searching and not searching for full‐time employment. After controlling for various background variables, autonomous motivation and economic motivation to search for a full‐time job related positively to job search intensity, controlled motivation to search related negatively to experienced positive experiences of part‐time work, whereas autonomous motivation not to search related negatively to job search intensity and positively to positive experiences from part‐time work. Finally, experienced managerial autonomy support toward part‐time work and negative feedback from colleagues regarding part‐time work were established as contextual antecedents of part‐time nurses' autonomous and controlled motives to search and not to search.     

企业家行为民族特性理论构想

提出企业家民族特性理论和企业家行为人文社会精神理论并对其展开实证研究。突破了传统的企业家行为理论将企业家置于职业特性的研究范式和企业家行为特质只具有市场竞争精神的单维度结构。从回族商业文化特征研究入手, 构建企业家行为特质的二维结构模型, 开展回汉族企业家行为特质比较研究和回族企业家行为绩效评价研究。本项目可扩展企业家行为理论研究范畴, 推进学术界对我国少数民族商业文化及其企业家行为研究的关注, 丰富组织行为理论和民族理论等, 同时, 本研究对我国在转型期借鉴少数民族独具特色的商业文化成果重构中华民族商业文明, 促进企业家特别是少数民族企业家成长, 充分发挥企业家在经济建设和社会进步的作用, 推动少数民族经济繁荣以及少数民族特色产业企业绩效提高等方面, 也具有较高的应用潜质。     

Motivation to manage among women: Studies of business managers and educational administrators

Studies were undertaken in a department store and in four school districts to determine if managerial motivation is related to management success indexes and whether female managers have less managerial motivation than males. The measure of managerial motivation used was the Miner Sentence Completion Scale. Managerial motivation did prove to be significantly related to the success of female managers, but no consistent differences in the managerial motivation of male and female managers were found. The results are interpreted in terms of their implications for the vocational guidance of females and for research in the area of managerial talent supplies.