Search results for "motivation to lead"
showing 4 items of 4 documents
Leader motivation as a building block for sustainable leader careers: The relationship between leadership motivation profiles and leader and follower…
2020
This study investigates leaders' motivation to lead (MTL) as a personal resource for building a sustainable career as a leader. Using a person-centered methodology, we identified different latent profiles of leadership motivation. These motivational profiles were compared with leaders' occupational well-being and leadership-related career intentions, and with follower-rated leader behaviors and LMX relationship quality. The survey data consisted of 1003 Finnish leaders from various sectors of working life. Of these leaders, 233 recruited their followers to participate in this study, resulting in 987 follower participants. Latent Profile Analysis identified four distinctive MTL profiles: 1) …
Shanghai Teachers’ Perceptions of Distributed Leadership: Resources and Agency
2021
Purpose:Drawing on distributed leadership and motivation theories, this study investigates teachers’ perceptions of resource and agency distributions and identifies the key factors motivating leadership among teachers.Design/Approach/Methods:This quantitative study collected data from 327 teachers in nine schools in Shanghai. Chi-square tests of independence were conducted to examine the associations between leadership structures and power distance, while Spearman’s correlation tests were used to identify changes in leadership resource impact. A nonparametric Friedman’s test was applied to detect discrepancies between the agency of principals, team leaders, and teachers. Finally, Chi-square…
Do intensified job demands predict burnout? How motivation to lead and leadership status may have a moderating effect
2023
ObjectivesThe aim of this longitudinal study was to investigate how intensified job demands (job-related planning demands, career-related planning demands, and learning demands) are associated with burnout. We explored whether affective-identity motivation to lead moderates this association and, thus, functions as a personal resource regardless of leadership status. We further investigated whether the possible buffering effect is stronger for those professionals who became leaders during the follow-up.MethodsOur sample consisted of highly educated Finnish professionals (n = 372): part of them (n = 63, 17%) occupied a leadership position during the 2-year follow-up while the rest maintained …