Linking leader personality traits to motivation to lead: A self-concept approach

2016 ◽  
Vol 44 (11) ◽  
pp. 1913-1925 ◽  
Author(s):  
Lu Chen
Keyword(s):  
Leadership Development ◽  
Self Efficacy ◽  
Cross Cultural ◽  
Self Concept ◽  
Motivation To Lead ◽  
Cultural Management ◽  
Leader Identity ◽  
Leader Traits ◽  
Time Lagged ◽  
Cross Cultural Management

I tested a model of motivation to lead in relation to two types of leader traits (narcissism and humility). I proposed that leader traits would influence individuals' motivation to lead through the self-concept construction processes of leadership self-efficacy and positivity in leader identity. Using a 3-wave time-lagged sample comprising 280 managers, I found that (a) both narcissism and humility had significant and positive influences on the affective-identity and social–normative components of motivation to lead; and (b) these relationships were mediated by leadership self-efficacy and positivity in leader identity. I discuss the implications of these findings for research on leader traits, leadership development, and cross-cultural management.

scholarly journals MANAGING CROSS-CULTURAL DIFFERENCES IN MULTINATIONAL CORPORATIONS OF THAILAND

2018 ◽  
pp. 61-72
Author(s):  
Shiva Rajpal ◽  
Irina Onyusheva
Keyword(s):  
Multinational Corporations ◽  
Geographic Region ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
Cross Cultural Differences ◽  
Political Ideologies ◽  
The World ◽  
Cross Cultural Management ◽  
Global Project

As corporations expand and their business activities increase, their focus is not limited only to the local geographic region but to the world. This, in turn, has led to the emergence of multinational corporations, sometimes called transnational corporations or even global firms. With the advent of new political ideologies, multinational corporations have found their firm footing all around the world. Having a cross-cultural team can help in providing a varied experience and advanced thinking in the establishment of competitive position among organizations. Definitely, there could be some interference in completing projects due to this diversity but the manager should be better equipped to face this challenge so that to avoid and prevent cultural misunderstandings. In this paper we will try to look at some of the theories related to cross-cultural management and some methods such as motivational training of employees dealing with the related issues. The paper shows that global project management can succeed through culturally aware leadership, cross-cultural communication, and mutual respect.

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