Abstract
PurposeThe purpose of this paper is to propose a model of effective managerial leadership that incorporates the motivation of leaders to lead, their leadership behaviours and their reflective and learning ability (integrator). This model seeks to provide a more complete picture on the factors that contribute to effective leadership. Drawing on Quinn’s (1984) competing values framework and Vilkinas and Cartan’s (2001) integrated competing values framework, this study addresses the question of what motivates leaders to engage in effective leadership behaviours.Design/methodology/approachThe current study examines the effects of motivation to lead (MTL), the integrator and behavioural repertoire on leadership effectiveness of 439 managers. Data were gathered in an online questionnaire using the online survey tool “Survey Monkey”.FindingsResults show that the integrator (Vilkinas and Cartan, 2001) and the behavioural repertoire (Hooijberg, 1996) are significant predictors of leadership effectiveness. Affective identity and social-normative motivations to lead are strong predictors of leadership effectiveness, while non-calculative is a weaker predictor.Research limitations/implicationsThe study is limited by the use of self-perceptions. Future research could broaden the current results by including perceptions of work colleagues.Practical implicationsThe results have implications for human resource managers as regards selecting and developing leaders.Originality/valueThis study is the first to examine the ways in which the integrator, behavioural repertoire and MTL predict leadership effectiveness.
Accepted Version
Published Version
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