Leadership Potential is in the Eye of the Beholder: The Role of Networking Behavior and Motives

Abstract

When identifying potential leaders, observers interpret the behavior of others, attribute motives to the observed behavior, and make judgements about their leadership potential. Drawing on previous literature connecting leadership emergence and networking, we focus on observed networking behavior, we posit that individuals’ networking behavior is particularly relevant to others’ assessments of their leadership potential. The existing literature views networking behavior as connected to agentic motives (i.e., people engaging in networking behavior for personal achievement and advancement), and also positions agency as a prerequisite for “good leadership.” This premium placed on agency neglects a contemporary shift in leadership where relational, more communal leaders are increasingly desired and expected. We test this line of reasoning by demonstrating that the communal aspects of networking and leadership drive the connection between networking behavior and the motives ascribed to that behavior. Through four empirical studies (total n = 972) we find that networking behavior is generally attributed both agentic and communal motives (Study 1), but that attributed communal motives, more so than agentic motives, are important predictors of individuals’ leadership potential in the eyes of observers (Study 2a; Study 2b; Study 3).