Research on the relationship of implicit motives and effective leadership emphasises the importance of a socialised need for power, whereas high levels of the need for affiliation are assumed to thwart a leader’s success. In our study, we experimentally analysed the impact of leaders’ socialised need for power and their need for affiliation on perceptions of transformational leadership and various success indicators. Using paper-people vignettes, we contrasted leaders characterised by either motive with those concerned with personalised power or achievement. Results based on N = 80 employees show that leaders high in socialised power were rated more successful and elicited more identification and organisational citizenship behaviour (OCB) in followers, and that in most cases this effect was mediated by perceptions of transformational leadership. For all outcomes but OCB, findings remained unchanged when affiliation-motivated leaders were considered. Exploratory analyses contrasting socialised power-motivated and affiliation-motivated leaders show that with regard to attitudinal outcomes affiliation-motivated leaders were, on average, as effective as socialised power-motivated ones.

中文翻译：

---

促进被低估的人：关于成功加入领导层需要隶属关系的重要性的小插图研究

对内在动机与有效领导力之间关系的研究强调了社会化的权力需求的重要性，而高层次的隶属关系被认为阻碍了领导者的成功。在我们的研究中，我们通过实验分析了领导者的社会化权力需求及其对联盟化的需求对变革型领导观念和各种成功指标的影响。我们使用纸质小插曲，将以动机为动力的领导者与关注个性化力量或成就的领导者进行了对比。基于N的结果 = 80名员工表明，具有较高社会化权力的领导者在跟随者中被评为更成功，并且引起更多的追随者认同和组织公民行为（OCB），并且在大多数情况下，这种影响是由对变革型领导的感知所介导的。对于除了OCB以外的所有结果，当考虑到有联盟动机的领导者时，调查结果保持不变。探索性分析对比了社会化动力型领导者和隶属关系型领导者，他们发现，就态度结果而言，联盟化动机型领导者的平均绩效与社会化动力性领导者一样。