Numerous recent studies have revealed that the success of organizations largely depend on the motivation and achievement potential of its employees. In this regard, leaders hold a key role since motivated employees are one of the most important results of effective leadership. Therefore, a company`s success story begins with the selection of good and effective leaders who are motivated themselves and possess the ability to motivate their followers to successfully reach the collective business mission. The questions at issue are: What makes an effective leader? What characterizes the motivation to lead? Is successful leadership a product of coincidence or does some common grounds exist? Concerning this matter, motivation theory holds very few insights into the motivation to lead. For a start, empirical studies have revealed that outstanding leaders, regardless of their leadership style, have one thing in common: They all have a strong inner desire for power in the first place. Without this pursuit of power a person will not make an effective leader even when first-class training is provided and as a result, companies will experience great losses due to unmotivated employees through inadequate leadership. Therefore, getting an insight into power motives is crucial for understanding the motivation to lead. The present paper focuses on the importance of power motivation on the effectiveness of leadership which results in the description of successful leaders and thereby, offering companies a basis for understanding individuals with the appropriate reasons to take up a leading position. The topic is introduced by providing a brief overview of motivation and its underlying processes. The subsequent part reveals the interrelation between effective leadership and power motivation by giving a short introduction into leadership, followed by some insights into the motives to lead. Finally, a summary and implications for leadership motivation and leader selection in a corporate environment are presented.
Table of Contents
1 Introduction
2 Motivation
2.1 Definition and forms of motivation
2.2 Motivation process
3 Leadership motivation: The role of power
3.1 Definition of leadership
3.2 Motives to lead
3.2.1 Main human motives
3.2.2 Motive profile of leaders
3.2.3 Effective orientation of leading power
4 Summary and implications
Research Objectives and Themes
The primary objective of this paper is to examine the relationship between power motivation and leadership effectiveness, providing a conceptual framework to identify individuals with the appropriate psychological profile for taking on leading positions in a corporate environment.
- Theoretical fundamentals of human motivation and its underlying processes.
- The distinction between leadership and management within organizational settings.
- An analysis of the three primary human motives: Achievement, affiliation, and power.
- The identification of the specific motive profiles that characterize successful, effective leaders.
- The differentiation between personalized and socialized power orientations in leadership.
Excerpt from the Book
3.2.2 Motive profiles of leaders
To begin with, successful leaders are first and foremost characterized by a strong intrinsic motivation instead of being driven by external factors. Therefore, leaders do not aim for high salary or status in the first place but for having influence on others and achieving company`s objectives. With regard to leadership definition, the importance of intrinsic motivation becomes apparent. Leaders initiate and copy with change and thereby often run into difficulties which change their initial plans. If leaders lack intrinsic motivation and therefore do not perceive the work itself as satisfactory, it is highly likely that they lose sight of their aims and consequently interrupt the change process. The basic question at issue is what makes a leader get involved with his leadership task? To answer this question a closer examination of leaders’ motive profile is needed. The following explanations are based upon the previous motive descriptions.
According to McClelland three general motivations exists why people seek leadership roles: Achievement, affiliation and power. Nevertheless, only the adequate combination of these motives leads to leadership success. In this regard, motivation research revealed that power and achievement play a major role in leadership motivation, whereas affiliation is less important. The latter motive does not promote leadership success due to the fact that affiliative leaders have a high need to be liked and according to this do everything to stay on good terms with their followers. Such a leader tends to make exceptions and avoid tough announcements to get employees approval. Contrary to the expectations this behavior creates low group moral since employees will regard deviations from the rule as unfair.
Summary of Chapters
1 Introduction: This chapter highlights the significance of leadership motivation for organizational success and outlines the scope of the paper regarding the role of power motives.
2 Motivation: This chapter establishes the psychological fundamentals of motivation, distinguishing between intrinsic and extrinsic forms and explaining the basic process of need-based human behavior.
3 Leadership motivation: The role of power: This chapter connects leadership with power motivation, defines the key differences between management and leadership, and analyzes how specific motive profiles influence leadership success.
4 Summary and implications: This chapter concludes the paper by synthesizing the findings and offering practical implications for corporate leader selection processes.
Keywords
Leadership, Power Motivation, Achievement Motive, Affiliation, Intrinsic Motivation, Extrinsic Motivation, Leadership Effectiveness, Organization, Employee Motivation, Motive Profile, Socialized Power, Personalized Power, Corporate Management, Leader Selection, Organizational Goals.
Frequently Asked Questions
What is the core focus of this paper?
The paper fundamentally explores the intersection of human motivation and leadership, specifically investigating why certain individuals are driven to lead and how their underlying power motives correlate with leadership effectiveness in an organizational context.
What are the primary thematic areas covered?
The research covers motivation theory, the definitions and distinctions between leadership and management, the analysis of main human motives (achievement, affiliation, power), and the application of these concepts to corporate leadership profiles.
What is the ultimate research objective?
The primary goal is to determine which motive profiles characterize effective leaders, providing a basis for organizations to better understand and identify individuals suited for leading positions.
Which scientific methods are utilized?
The paper relies on a review of motivation theory and empirical research, utilizing a trait-based psychological perspective to analyze the motivational structures of leaders.
What does the main body of the work address?
The main body examines the motivation process, provides definitions for leadership, compares trait-based perspectives of leadership, and deeply analyzes how different motive combinations result in varying levels of leadership performance.
Which keywords best describe this research?
The research is best characterized by terms such as Leadership, Power Motivation, Motive Profile, Leadership Effectiveness, and Organizational Goals.
How does the author distinguish between personalized and socialized power?
Personalized power is associated with selfish motives, little self-control, and the collection of status symbols, while socialized power is characterized by inhibition, self-control, and a focus on energizing others to achieve organizational objectives.
Why is the affiliation motive considered less important for leadership success?
The author argues that a high need for affiliation often leads to an inability to make tough decisions or provide necessary criticism, which can result in low group morale and ineffective team performance.
- Quote paper
- Master of Science Ina Glüsing (Author), 2011, Leadership motivation. The pursuit of power, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/230870
