Zhuo Li, Jennifer Lynch, Tianlu Sun, Qamara Rizkyana, Joey T. Cheng, Alex J. Benson
{"title":"权力动机、人格相关性和领导结果：以人为本的方法。","authors":"Zhuo Li, Jennifer Lynch, Tianlu Sun, Qamara Rizkyana, Joey T. Cheng, Alex J. Benson","doi":"10.1111/jopy.12882","DOIUrl":null,"url":null,"abstract":"<div>\n \n \n <section>\n \n <h3> Objective</h3>\n \n <p>We investigated how these motivations combined within individuals to form unique profiles, and how these different profiles relate to personality traits and team behaviors.</p>\n </section>\n \n <section>\n \n <h3> Background</h3>\n \n <p>Dominance, prestige, and leadership motives each play a key role in shaping social success or failure in gaining social rank and influence.</p>\n </section>\n \n <section>\n \n <h3> Method</h3>\n \n <p>We used latent profile analysis across two samples (engineering student project teams, <i>N</i><sub>student</sub> = 1088; working adults, <i>N</i><sub>worker</sub> = 466) to identify profile configurations and how such profiles related to important outcomes.</p>\n </section>\n \n <section>\n \n <h3> Results</h3>\n \n <p>We identified qualitatively distinct profiles: ultra-dominance profile (prominent dominance motive with high prestige and leadership motives); prestigious leadership profile (moderately high prestige and leadership motives, low dominance motive); and weak social power motive profile (low on all three motives). Individuals with the prestigious leadership profile were more likely to emerge as leaders, compared to those with a weak social power motive profile. People with an ultra-dominance profile scored higher on narcissism and tended to perceive themselves as leaders, despite not being deemed more leader-like by teammates.</p>\n </section>\n \n <section>\n \n <h3> Conclusion</h3>\n \n <p>Using a person-centered approach allowed us to identify three power motive profiles across independent samples and generate insights into how these profiles manifest different social behaviors and outcomes.</p>\n </section>\n </div>","PeriodicalId":48421,"journal":{"name":"Journal of Personality","volume":null,"pages":null},"PeriodicalIF":5.0000,"publicationDate":"2023-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jopy.12882","citationCount":"0","resultStr":"{\"title\":\"Power motives, personality correlates, and leadership outcomes: A person-centered approach\",\"authors\":\"Zhuo Li, Jennifer Lynch, Tianlu Sun, Qamara Rizkyana, Joey T. Cheng, Alex J. Benson\",\"doi\":\"10.1111/jopy.12882\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div>\\n \\n \\n <section>\\n \\n <h3> Objective</h3>\\n \\n <p>We investigated how these motivations combined within individuals to form unique profiles, and how these different profiles relate to personality traits and team behaviors.</p>\\n </section>\\n \\n <section>\\n \\n <h3> Background</h3>\\n \\n <p>Dominance, prestige, and leadership motives each play a key role in shaping social success or failure in gaining social rank and influence.</p>\\n </section>\\n \\n <section>\\n \\n <h3> Method</h3>\\n \\n <p>We used latent profile analysis across two samples (engineering student project teams, <i>N</i><sub>student</sub> = 1088; working adults, <i>N</i><sub>worker</sub> = 466) to identify profile configurations and how such profiles related to important outcomes.</p>\\n </section>\\n \\n <section>\\n \\n <h3> Results</h3>\\n \\n <p>We identified qualitatively distinct profiles: ultra-dominance profile (prominent dominance motive with high prestige and leadership motives); prestigious leadership profile (moderately high prestige and leadership motives, low dominance motive); and weak social power motive profile (low on all three motives). Individuals with the prestigious leadership profile were more likely to emerge as leaders, compared to those with a weak social power motive profile. People with an ultra-dominance profile scored higher on narcissism and tended to perceive themselves as leaders, despite not being deemed more leader-like by teammates.</p>\\n </section>\\n \\n <section>\\n \\n <h3> Conclusion</h3>\\n \\n <p>Using a person-centered approach allowed us to identify three power motive profiles across independent samples and generate insights into how these profiles manifest different social behaviors and outcomes.</p>\\n </section>\\n </div>\",\"PeriodicalId\":48421,\"journal\":{\"name\":\"Journal of Personality\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":5.0000,\"publicationDate\":\"2023-09-07\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jopy.12882\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Personality\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1111/jopy.12882\",\"RegionNum\":1,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"Psychology\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Personality","FirstCategoryId":"102","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/jopy.12882","RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"Psychology","Score":null,"Total":0}
Power motives, personality correlates, and leadership outcomes: A person-centered approach
Objective
We investigated how these motivations combined within individuals to form unique profiles, and how these different profiles relate to personality traits and team behaviors.
Background
Dominance, prestige, and leadership motives each play a key role in shaping social success or failure in gaining social rank and influence.
Method
We used latent profile analysis across two samples (engineering student project teams, Nstudent = 1088; working adults, Nworker = 466) to identify profile configurations and how such profiles related to important outcomes.
Results
We identified qualitatively distinct profiles: ultra-dominance profile (prominent dominance motive with high prestige and leadership motives); prestigious leadership profile (moderately high prestige and leadership motives, low dominance motive); and weak social power motive profile (low on all three motives). Individuals with the prestigious leadership profile were more likely to emerge as leaders, compared to those with a weak social power motive profile. People with an ultra-dominance profile scored higher on narcissism and tended to perceive themselves as leaders, despite not being deemed more leader-like by teammates.
Conclusion
Using a person-centered approach allowed us to identify three power motive profiles across independent samples and generate insights into how these profiles manifest different social behaviors and outcomes.
期刊介绍：
Journal of Personality publishes scientific investigations in the field of personality. It focuses particularly on personality and behavior dynamics, personality development, and individual differences in the cognitive, affective, and interpersonal domains. The journal reflects and stimulates interest in the growth of new theoretical and methodological approaches in personality psychology.
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