Implicit motives as the missing link between visionary leadership, approach and avoidance motivation, and vision pursuit

IF 3.9 1区心理学 Q2 MANAGEMENT

Organizational Psychology Review Pub Date : 2021-12-13 DOI:10.1177/20413866211061364

H. Kehr, Julian Voigt, M. Rawolle

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引用次数: 5

Abstract

An unresolved question in visionary leadership research is, why must visions be high in imagery to cause affective reactions and be motivationally effective? Research in motivation psychology has shown that pictorial cues arouse implicit motives. Thus, pictorial cues from vision-induced imagery should arouse a follower’s implicit motives just like a real image. Hence, our fundamental proposition is that follower implicit motives and follower approach motivation serially mediate the relationship between leader vision and followers’ vision pursuit. We also examine the case of negative leader visions, with the central propositions that a negative leader vision arouses a follower’s implicit fear motives and that the follower’s implicit fear motives and follower avoidance motivation serially mediate the relationship between negative leader vision and the follower’s fear-related behaviors. Lastly, we assert that multiple implicit follower motives aroused by a multithematic leader vision exert additive as well as interaction effects on the follower’s vision pursuit. Plain Language Summary An unresolved question in leader vision research concerns why visions need to be high in imagery in order to elicit affective reactions in followers and be motivationally effective? Research in motivation psychology has shown that pictorial cues can arouse a person's implicit motives. It would thus be reasonable to expect that pictorial cues from leader vision-induced imagery arouse a follower's implicit motives just like a real image. Based on this reasoning, our key proposition is that follower implicit motives and follower approach motivation serially mediate the relationship between leader vision and followers' vision pursuit. We also integrate the special case of negative leader visions into our theorizing, with the central propositions that a negative leader vision arouses a follower's implicit fear motives, and that the follower's implicit fear motives and follower avoidance motivation serially mediate the relationship between negative leader vision and the follower's fear-related behaviors. Lastly, based on the distinction between mono- and multithematic visions, the latter of which with the potential to arouse more than one implicit motive simultaneously, we assert that multiple implicit follower motives aroused by a multithematic leader vision exert additive as well as interaction effects on the follower's vision pursuit.

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内隐动机是远见领导、接近与回避动机和远见追求之间缺失的一环

在愿景领导力研究中，一个尚未解决的问题是，为什么愿景必须具有高度的意象才能引起情感反应并在动机上有效？动机心理学的研究表明，图形线索能唤起内隐动机。因此，视觉诱导的图像的图像线索应该像真实图像一样唤起追随者的隐含动机。因此，我们的基本命题是，跟随者的内隐动机和跟随者的接近动机依次调节着领导者愿景与跟随者愿景追求之间的关系。我们还考察了消极领导者愿景的情况，中心命题是消极领导者愿景会引发追随者的内隐恐惧动机，追随者的内显恐惧动机和追随者回避动机会连续调节消极领导者愿景与追随者恐惧相关行为之间的关系。最后，我们认为，多主题领导者愿景所激发的多重内隐追随者动机对追随者的愿景追求既有叠加作用，也有交互作用。简明语言摘要领导者愿景研究中一个尚未解决的问题是，为什么愿景需要高度形象化，才能在追随者中引发情感反应，并在动机上有效？动机心理学研究表明，图形线索可以激发一个人的内隐动机。因此，可以合理地预期，来自领导者视觉诱导的图像的图像线索会像真实图像一样唤起追随者的隐含动机。基于这一推理，我们的关键命题是追随者的内隐动机和追随者的接近动机依次调节领导者愿景和追随者愿景追求之间的关系。我们还将消极领导者愿景的特殊情况纳入我们的理论中，核心命题是消极领导者愿景会引发追随者的内隐恐惧动机，追随者的内显恐惧动机和追随者回避动机会连续调节消极领导者愿景与追随者恐惧相关行为之间的关系。最后，基于单主题愿景和多主题愿景之间的区别，我们断言，多主题领导者愿景所激发的多个内隐追随者动机对追随者的愿景追求既有叠加作用，也有交互作用。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Organizational Psychology Review Multiple-

CiteScore

10.00

自引率

1.60%

发文量

期刊介绍： Organizational Psychology Review is a quarterly, peer-reviewed scholarly journal published by SAGE in partnership with the European Association of Work and Organizational Psychology. Organizational Psychology Review’s unique aim is to publish original conceptual work and meta-analyses in the field of organizational psychology (broadly defined to include applied psychology, industrial psychology, occupational psychology, organizational behavior, personnel psychology, and work psychology).Articles accepted for publication in Organizational Psychology Review will have the potential to have a major impact on research and practice in organizational psychology. They will offer analyses worth citing, worth following up on in primary research, and worth considering as a basis for applied managerial practice. As such, these should be contributions that move beyond straight forward reviews of the existing literature by developing new theory and insights. At the same time, however, they should be well-grounded in the state of the art and the empirical knowledge base, providing a good mix of a firm empirical and theoretical basis and exciting new ideas.