Abstract
What motivates people to want to become leaders? In the first study, the results of an experimental vignette study show that HR professionals use information gleaned about applicants’ affective motivation to lead (but not normative motivation to lead) when making leadership selection decisions. In a second study using a socioeconomically heterogeneous sample of young Canadians (N = 466, M age = 19.02 years; 66% females), we isolate four distal factors (namely parenting quality, socioeconomic status, extraversion and neuroticism) that indirectly predict affective motivation to lead through two separate proximal factors (viz. sociometric status and self-esteem). Practical (e.g., enhancing the leadership selection process) and conceptual (e.g., understanding the process underlying why people want to become leaders) implications are discussed.
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