Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents

Relationships between leaders\u27 motivation and their use of charismatic, transactional, and/or transformational leadership were examined in this study. One hundred eighty-six leaders and 759 direct reports from a variety of organizations were sampled. Leaders were administered the Motivation Sources Inventory (MSI) while followers reported leaders\u27 full range leadership behaviors using the Multifactor Leadership Questionnaire (MLQ-rater version). Leaders were also administered the self-rating version of the Multi-factor Leadership Questionnaire (MLQ-rater version). The Motivation Sources Inventory subscales subsequently significantly correlated with leader self-reports of inspirational motivation, idealized influence (behavior) and individualized consideration (range, r = .10 to .29), as well as with raters\u27 perceptions of inspirational motivation, idealized influence (behavior) and individualized consideration (range, r = .18 to .19). The Motivation Sources Inventory subscales significantly correlated with leaders\u27 self-reports of charisma, transactional and laissez-faire leadership (range, r = .12 to .28), with rater-reports of the same variables (range, r = .16 to .29)

Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents

Relationships between leaders\u27 motivation and their use of charismatic, transactional, and/or transformational leadership were examined in this study. One hundred eighty-six leaders and 759 direct reports from a variety of organizations were sampled. Leaders were administered the Motivation Sources Inventory (MSI) while followers reported leaders\u27 full range leadership behaviors using the Multifactor Leadership Questionnaire (MLQ-rater version). Leaders were also administered the self-rating version of the Multi-factor Leadership Questionnaire (MLQ-rater version). The Motivation Sources Inventory subscales subsequently significantly correlated with leader self-reports of inspirational motivation, idealized influence (behavior) and individualized consideration (range, r = .10 to .29), as well as with raters\u27 perceptions of inspirational motivation, idealized influence (behavior) and individualized consideration (range, r = .18 to .19). The Motivation Sources Inventory subscales significantly correlated with leaders\u27 self-reports of charisma, transactional and laissez-faire leadership (range, r = .12 to .28), with rater-reports of the same variables (range, r = .16 to .29)

TESTING THE MEDIATING ROLE OF LEADERS’ BACKGROUND ON THE EFFECTS OF NATIONALITY ON GLOBAL MINDSET

This study investigated the impact of nationality on the development of global mindset through an online survey administered to 243 leaders in the U.S. and Germany. The study found no statistically significant difference in global mindset between U.S. and German citizens; however, it did find that dual citizens have significantly higher global mindsets than citizens of a single country. The study also found that the effects of nationality on global mindset are mediated by the personal, educational, and professional factors in the leader’s background. These findings suggest that fundamental factors, such as education and experience, are more important to global mindset than nationality

Doctoral advising, research productivity and the academic balancing act: insights from Michael A. Hitt, Edwin A. Locke, Fred Luthans, Lyman W. Porter, and Anne Tsui

Achieving academic success requires diligence among all concerned – doctoral students, academic advisors, and institutions. This paper presents interviews of five outstanding scholars who have dedicated their lives to research productivity, academic advising, and scholarly service. The work/life balance and output they achieved is the result of purposeful planning, tenacity, and passion for the field and students. The paper first introduces the topic of academic success, then initial thoughts from the authors are presented. Brief biographies of the scholars are shared to demonstrate academic contributions. Interviews are presented as direct quotes from participants, with collective insights offered after each specific question

Evaluation and Perceived Impacts of the North-Central Region SARE Grants, 1988-2002

Evaluation of government-funded programs is essential to identify ways in which initial funding makes an impact and programs can improve. The purpose of this study was to understand the value of the North Central Region\u27s Sustainable Agricultural Research and Education (SARE) grants operated through the United States Department of Agriculture, from their inception through 2002. Using both quantitative and qualitative data, impacts were explored from the perspective of former grant recipients. Survey data were collected from 171 former SARE and 33 interviews conducted with grant recipients who represented three different grant families --researchers, producers and educators. Descriptive, comparative, and exploratory analyses were conducted to: (1) evaluate the cascade social, economic and environmental impacts of SARE funding, from inception through 2002; (2) explore ways in which the SARE experience influenced the knowledge, attitudes, and behaviors of past grant recipients; (3) understand participants\u27 perception of a successful SARE project; (4) provide recommendations for strengthening the SARE program and processes; and (5) compare responses between groups. Quantitative results indicated moderate impacts; however, interviews revealed considerable support for the program and offered specific examples of long-term impacts directly attributable to earlier SARE-funded projects. Producers were significantly more in favor of supporting niche production research, more satisfied with two-year project length, and rated the value of the final SARE reports significantly higher than the other two groups. Partial results from the study are presented in this article. Study limitations, implications of results, and suggestions for expanding program participation are discussed

Encouraging Creativity and Intellectual Stimulation: An Exercise that Forces Students to Think Outside the Box

This exercise involves a hands-on approach to generating innovation and creativity in the workplace. It is feasible as a follow-up, special-topic activity in intellectual stimulation in full-range or transformational leadership training. Participants are presented with the seemingly impossible task of integrating diverse products or services into a single business plan, forcing them to think outside the box. This exercise features lateral and innovative thinking in a highly interactive session, producing innovative and creative solutions from participants. After successfully completing this exercise, participants will be more confident in their ability to creatively solve many challenges that at first glance seem impossible. The paper provides theoretical background, objectives, complete instructions, processing information, and some suggestions for advancing the concepts

Meeting the Challenges of Effective International HRM: Analysis of the Antecedents of Global Mindset

The full force of globalization has hit today’s organizations, and it is clear that there are many cultural and human problems. International human resource management (IHRM) is being asked to better understand and develop multinational organizational leaders to meet the challenges. A prominent solution that is receiving increased attention is the construct of global mindset, which has growing rhetoric but little research support. To help fill this need, after first theoretically framing global mindset as made up of one’s cultural intelligence and global business orientation, this study identifies and empirically tests some theory-driven antecedents. Utilizing a diverse sample (N = 136) of global leaders of a well-known multinational, we found that personal, psychological, and role complexity antecedents were related to the participants’ level of global mindset. The practical implications of these findings for effective international human resource management conclude the article