Ambition and Talent

We develop a career concerns model in which agents differ in taste for income in addition to ability, and derive basic implications of this framework. We argue that the model captures important aspects of ambition. Since ambitious agents are expected to work harder – and therefore be paid more – than unambitious ones, everyone might be induced to work hard to prove that they are ambitious. On the other hand, proving one’s ambition can be detrimental, because past outputs will be taken by the principal to reflect lower ability. Thus, “ambition-proving incentives” are likely to increase effort early in the career and decrease it later. Over a long horizon, ambition-proving incentives have a tendency to bootstrap themselves, and, if this effect is strong enough, to create significant incentives with little else motivating the agent. Finally, we discuss in detail two consequences of our framework for organizational design. To maximize effort, the principal wants to cater incentives to the best-performing employees, and wants to observe a measure of the agent’s effort (say, his hours) early, but not late, in the career.

In search of the A word: can ambition survive in TEFL?

Why is it so difficult to find mention of the word ambition in our profession, and what exactly do those language schools really want when they hire dynamic, ambitious teachers? There are several clear reasons why ambition is seemingly intangible in our profession

Career success: the role of teenage career aspirations, ambition value and gender in predicting adult social status and earnings

Links between family social background, teenage career aspirations, educational performance and adult social status attainment are well documented. Using a contextual developmental framework, this article extends previous research by examining the role of gender and teenage ambition value in shaping social status attainment and earnings in adulthood. Drawing on data from an 18-year British follow up study we tested a path model linking family background factors (such as family social status and parental aspirations) and individual agency factors in adolescence (in particular, career aspirations and ambition value) to social status attainment and earnings in adulthood. The findings suggest that ambition value is linked to adult earnings. That is, young people for whom it is important to get on in their job earn more money in adulthood than their less ambitious peers. The findings also confirm that teenage career aspirations are linked to adult social status attainment, and suggest that family background factors, teenage career aspirations and ambition value interact to influence social status attainment and earnings in adulthood. Gender differences are discusse

Analysis of the Copenhagen Accord pledges and its global climatic impacts‚ a snapshot of dissonant ambitions

This analysis of the Copenhagen Accord evaluates emission reduction pledges by individual countries against the Accord's climate-related objectives. Probabilistic estimates of the climatic consequences for a set of resulting multi-gas scenarios over the 21st century are calculated with a reduced complexity climate model, yielding global temperature increase and atmospheric CO2 and CO2-equivalent concentrations. Provisions for banked surplus emission allowances and credits from land use, land-use change and forestry are assessed and are shown to have the potential to lead to significant deterioration of the ambition levels implied by the pledges in 2020. This analysis demonstrates that the Copenhagen Accord and the pledges made under it represent a set of dissonant ambitions. The ambition level of the current pledges for 2020 and the lack of commonly agreed goals for 2050 place in peril the Accord's own ambition: to limit global warming to below 2 °C, and even more so for 1.5 °C, which is referenced in the Accord in association with potentially strengthening the long-term temperature goal in 2015. Due to the limited level of ambition by 2020, the ability to limit emissions afterwards to pathways consistent with either the 2 or 1.5 °C goal is likely to become less feasibl

Concept, principle, and norm—equality before the law reconsidered

Despite the attention equality before the law has received, both laudatory and critical, peculiarly little has been done to precisely define it. The first ambition of this paper is to remedy this, by exploring the various ways in which a principle of equality before the law can be understood and suggest a concise definition. With a clearer understanding of the principle in hand we are better equipped to assess traditional critique of the principle. Doing so is the second ambition of this paper. I will argue that traditional criticisms are unpersuasive, but that there is a different, powerful argument against equality before the law. The third ambition of the paper is to argue that there is a sense, overlooked by both proponents and critics, in which the principle still captures something important, albeit at the cost of shifting from intrinsic to instrumental value

Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace

Given that many organizations are competitive and finance centered, organizational leaders may lead with a primary focus on bottom-line attainment, such that they are perceived by their subordinates as having a bottom-line mentality (BLM) that entails pursuing bottom-line outcomes above all else. Yet, the field is limited in understanding why such a leadership approach affects employees’ positive and negative contributions in the workplace. Drawing on social exchange theory, we theorize that supervisors high in BLM can influence employees’ felt obligation toward the bottom line, which in turn can influence employees’ task performance and unethical pro-organizational behavior (UPB). We also examine employee ambition as a moderator of this process. Using three-wave, multisource data collected from the financial services industry, our results revealed that high-BLM supervisors elevate employee task performance as well as UPB by motivating employees’ felt obligation toward the bottom line. Furthermore, we found that employee ambition served as a first-stage moderator, such that the mediated relationships were stronger when employee ambition was high as opposed to low. Our findings break away from the dominant dysfunctional view of BLM and provide a more balanced view of this mentality