The Power Motive and Managerial Success in a Professionally Oriented Service Industry Organization
Article Abstract:
This study reports McClelland's Leadership Motive Pattern (LMP) as the theory used to validate behavior of management executives in the service industry. The original data collected was based on the premise that successful individuals have a greater desire to influence people than to be liked by them. Surprisingly, the findings here indicate no LMP relationship to positive underling attitudes; previous work suggested that managers high in LMP usually produce positive work environments. As expected, the LMP correlated meaningfully with the prestige of the manager's position, but exhibited no relationship to administrative action or office morale. For supervisors just below top-management level, job performance and employment enthusiasam was related to collaborative efforts, not to power structure or LMP. When administrative officers are prominent in organizational hierarchy with decision-making authority, analysis reveals that their success may lie in comprehending the LMP figures.
Publication Name: Journal of Applied Psychology
Subject: Social sciences
ISSN: 0021-9010
Year: 1984
User Contributions:
Comment about this article or add new information about this topic:
Effects of Personal Values, Perceived Surveillance, and Task Labels on Task Preference: The Ideology of Turning Play into Work
Article Abstract:
The results of two investigations based on favorable or unfavorable attitudes toward the work ethic are examined. In both analyses, the subjects were motivated by their individual value system concerning work or leisure ideologies. If the task was labeled work and their personality and background endorsed such a situation, the free time choice scored highest in this performance area. In the second search, a co-variable was introduced - that of the subject's impression that the tester showed interest in his free time decision. Some persona then, are not inclined to perform a task labeled 'work' unless they believe others are making note of their selections. Attitude-behavior consistency is exhibited in those who truly value work, but further research is needed to evolve a general hypothesis on the effects of task labels and personal values.
Publication Name: Journal of Applied Psychology
Subject: Social sciences
ISSN: 0021-9010
Year: 1984
User Contributions:
Comment about this article or add new information about this topic:
- Abstracts: The stress of managerial and professional women: is the price too high? Communication with police supervisors and peers as a buffer of work-related traumatic stress
- Abstracts: The Twentieth Century: An American sexual history. Coming attractions: Sexual expression in the next decade. Taking action on sexual health
- Abstracts: The impact of serious crime, radical threat, and economic inequality on private police size. The prospects of age war: inequality between (and within) age groups
- Abstracts: Measuring Member Satisfaction with the Church. Job Attitude and Motivation Differences between Volunteers and Employees from Comparable Organizations