The power motive and managerial success in a professionally oriented service industry organization
Examined the validity of D. C. McClelland and D. Burnham's (1967) leadership motive pattern (LMP) for 2 levels of management personnel in a professionally oriented, service industry organization. The study was conducted in a profit-making company that provides second-language instruction to ful...
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Veröffentlicht in: | Journal of applied psychology 1984-02, Vol.69 (1), p.32-39 |
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description | Examined the validity of D. C. McClelland and D. Burnham's (1967) leadership motive pattern (LMP) for 2 levels of management personnel in a professionally oriented, service industry organization. The study was conducted in a profit-making company that provides second-language instruction to full-time students; 550 people were employed at 23 centers. All 21 center managers and 18 curriculum directors participated. Managers completed a TAT designed to elicit stories about power, achievement, and motivation. Three types of outcome measures were used: attitudinal variables taken from survey responses of subordinates, objective measures of administrative performance taken from company records, and a variable representing the importance or status of the location in which the manager worked. The LMP was significantly related to the importance of the center in which the manager worked; however, the LMP was not related to administrative job performance or subordinate morale. For the subsample of first-line supervisors, need for affiliation was related to job performance and favorable subordinate attitudes, not need for power or the LMP. Results are interpreted in light of the technical/professional nature of the employee sample and support the suggestion that the motivation to influence others may not be critical for managerial success in technical/professional settings. (14 ref) |
doi_str_mv | 10.1037/0021-9010.69.1.32 |
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C. McClelland and D. Burnham's (1967) leadership motive pattern (LMP) for 2 levels of management personnel in a professionally oriented, service industry organization. The study was conducted in a profit-making company that provides second-language instruction to full-time students; 550 people were employed at 23 centers. All 21 center managers and 18 curriculum directors participated. Managers completed a TAT designed to elicit stories about power, achievement, and motivation. Three types of outcome measures were used: attitudinal variables taken from survey responses of subordinates, objective measures of administrative performance taken from company records, and a variable representing the importance or status of the location in which the manager worked. The LMP was significantly related to the importance of the center in which the manager worked; however, the LMP was not related to administrative job performance or subordinate morale. For the subsample of first-line supervisors, need for affiliation was related to job performance and favorable subordinate attitudes, not need for power or the LMP. Results are interpreted in light of the technical/professional nature of the employee sample and support the suggestion that the motivation to influence others may not be critical for managerial success in technical/professional settings. (14 ref)</description><identifier>ISSN: 0021-9010</identifier><identifier>EISSN: 1939-1854</identifier><identifier>DOI: 10.1037/0021-9010.69.1.32</identifier><identifier>CODEN: JAPGBP</identifier><language>eng</language><publisher>Washington, DC: American Psychological Association</publisher><subject>Achievement Motivation ; Biological and medical sciences ; Fundamental and applied biological sciences. Psychology ; Human ; Interpersonal Control ; Leadership ; Management Personnel ; Managers ; Motivation. Job satisfaction. 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For the subsample of first-line supervisors, need for affiliation was related to job performance and favorable subordinate attitudes, not need for power or the LMP. Results are interpreted in light of the technical/professional nature of the employee sample and support the suggestion that the motivation to influence others may not be critical for managerial success in technical/professional settings. (14 ref)</description><subject>Achievement Motivation</subject><subject>Biological and medical sciences</subject><subject>Fundamental and applied biological sciences. Psychology</subject><subject>Human</subject><subject>Interpersonal Control</subject><subject>Leadership</subject><subject>Management Personnel</subject><subject>Managers</subject><subject>Motivation. Job satisfaction. Attitude</subject><subject>Occupational psychology</subject><subject>Occupational Success Prediction</subject><subject>Power</subject><subject>Psychology. Psychoanalysis. 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C. McClelland and D. Burnham's (1967) leadership motive pattern (LMP) for 2 levels of management personnel in a professionally oriented, service industry organization. The study was conducted in a profit-making company that provides second-language instruction to full-time students; 550 people were employed at 23 centers. All 21 center managers and 18 curriculum directors participated. Managers completed a TAT designed to elicit stories about power, achievement, and motivation. Three types of outcome measures were used: attitudinal variables taken from survey responses of subordinates, objective measures of administrative performance taken from company records, and a variable representing the importance or status of the location in which the manager worked. The LMP was significantly related to the importance of the center in which the manager worked; however, the LMP was not related to administrative job performance or subordinate morale. For the subsample of first-line supervisors, need for affiliation was related to job performance and favorable subordinate attitudes, not need for power or the LMP. Results are interpreted in light of the technical/professional nature of the employee sample and support the suggestion that the motivation to influence others may not be critical for managerial success in technical/professional settings. (14 ref)</abstract><cop>Washington, DC</cop><pub>American Psychological Association</pub><doi>10.1037/0021-9010.69.1.32</doi><tpages>8</tpages></addata></record> |
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subjects | Achievement Motivation Biological and medical sciences Fundamental and applied biological sciences. Psychology Human Interpersonal Control Leadership Management Personnel Managers Motivation. Job satisfaction. Attitude Occupational psychology Occupational Success Prediction Power Psychology. Psychoanalysis. Psychiatry Psychology. Psychophysiology Service industries Statistical analysis Statistical Validity Studies Success |
title | The power motive and managerial success in a professionally oriented service industry organization |
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