Wanting to be boss and wanting to be subordinate: Effects on performance motivation
Details
Serval ID
serval:BIB_034DAA31C626
Type
Article: article from journal or magazin.
Collection
Publications
Institution
Title
Wanting to be boss and wanting to be subordinate: Effects on performance motivation
Journal
Journal of Applied Social Psychology
ISSN
0021-9029
Publication state
Published
Issued date
02/2010
Peer-reviewed
Oui
Volume
40
Number
2
Pages
458-472
Language
english
Abstract
Does dyad members' motivation to take on a high or low power position influence the dyad's performance motivation when assigned to hierarchical roles? Participants in 69 dyads (33 all-women, 36 all-men) indicated whether they preferred the high-power role (owner of an art gallery) or the low power role (assistant to the owner). Power roles were then randomly assigned. The dyad's interaction during task solving was videotaped. Uninvolved coders rated performance motivation as the degree of quality of the superior's and the subordinate's task contributions and effort put into the task. Performance motivation was better if the boss preferred the high power to the low power role, irrespective of the subordinate's role preference. Leadership effectiveness is thus affected by the superior's power motivation.
Keywords
Leader-member exchange, Job performance, Transformational leadership, Personality, Satisfaction, Behavior, Power, Legitimation, Dominance
Web of science
Publisher's website
Create date
24/11/2014 15:38
Last modification date
20/08/2019 13:25