It is important for us humans to know that we must take full responsibility for our actions and maturely deal with any consequences that those actions may lead to. According to Ryon and Gleason (2013), “the first conceptualization of control was developed in 1966 by Rotter,” which is currently referred to as locus of control. Rotter defined locus of control as “the degree to which an individual expects that a contingent relationship exists between one’s behaviors and outcomes” (Ryon & Gleason, 2013). Fournier and Jeanrie reference Rotter’s study by explaining the two types of locus of control: “external control” and “internal control” (as cited in Rotter, 1966, p. 1). The purpose of Rotter’s theory was to examine “what causes reinforcement” whether it be an intrinsic or extrinsic factor (Kormanik & Rocco, 2009). Rotter measured “people’s general control expectancies” by using what is known as the “Internal-External Locus of Control Scale” (Fournier & Jeanrie, 2003).
Locus of Control, originally conceptualized by Julian Rotter (1966), has been found to be critical to numerous studies. Within psychology, it is considered to be a generalized expectancy regarding the forces that determine reinforcement. Individuals with internal orientation perceive rewards as contingent based on personal behavior, whereas those with external orientation attribute reinforcement received to external factors such as chance and powerful others (Levenson 1981). This essay examines the nature and significance of this psychological construct, especially in academic achievement and health domains. Additionally, it has been argued that high internality is positively associated with leadership while high scores of powerful others have detrimental impacts. Finally comes the argument that higher internality is beneficial for career and leadership.
A leader’s enthusiasm and motivation towards a job is often communicable to other employees. Motivation begins with a leader, so it is crucial for leaders to have a thorough understanding of what motivates them self. Different leaders have different underlying motivational factors. For example, an instrumental leader derives motivation from extrinsic sources such as pay and promotions. (Scholl, 2003) A self-concept external leader is “dominated by receiving public affirmation that the group 's successes are due to their efforts and skills”. (Scholl, 2003) Credit is seldom given to subordinates from a self-concept external leader. Contrary, “leaders dominated by self-concept external motivation are more interpersonally based.” (Scholl, 2003) Public recognition is less motivating and less important to these types of leaders compared to the latter. (Scholl, 2003) As leaders better understand the factors that motivate themselves, they can better motivate
Motivation is a huge aspect of management role. In order for managers to become or remain successful, they must find creative and effective ways to motivate their employees. Unlike leaders, managers have subordinates to oversee working hand in hand with to accomplish leadership's goals. Effective motivation is vital to the success of a manager. On the contrary, leaders may look on a larger scale, because they do not have any subordinates to supervise. Managers are paid to get things done, as they are subordinates too. They focus on accomplishing specific objectives where they need support from their s...
Brandt, T., Edinger, P., & Kultalahti, S. (2013). Personality and expectations for leadership. Paper presented at the 1-6. Retrieved from http://search.proquest.com/docview/1467640125?accountid=38569
Primarily, let us explore behaviors and traits that are associated with a person being viewed as a leader. Leaders are likely to be somewhat smarter, outgoing, motivated by their craving for influence and control, charismatic, very capable socially, fearless of change, certain of their guidance capabilities, and often have reduced neurosis (Aronson, Elliot, Wilson, Timothy D., & Akert, Robin M., 2007, p. 293). The contingency theory of leadership contends that leadership success is dependant upon the degree of how task focused or relationship focused the person who is leading is and the measure of power and influence the leader possesses over the followers (Aronson, et al., 2007, p. 294). There are several different leadership styles, such as autocratic, charismatic, exchange, situational, strategic, Laissez Faire, transformational, facilitative, and more. Each of these styles is unique, and often a leader may encompass more than on...
According to the “trait theories of leadership” in the textbook, six traits have been identified as being consistently associated with leadership: 1) ambition and energy; 2) the desire to lead; 3) honesty and integrity; 4) self-confidence; ...
The concept of leadership is an issue that has elicited considerable debate in the recent past to an extent that there is an extensive body of research and literature that addresses the issue. Some of the most common issues in the wide range of literature on this issue include scientific investigation, fiction, and biographies (Truckenbrodt, 2000, p.233). This concept has generated such concerns because leadership influences politics, academics, organizations, military, and government. As a result of its influence, the leadership abilities of individuals has not been conceptualized but also tested in behavioral psychology and other fields. The tests care carried out because the existing numerous studies are relatively difficult to classify into various approaches such as traits, behaviors, and styles. Some examples of leadership tests include the LMX (leader-member exchange) questionnaire and Multifactor Leadership Questionnaire (MLQ). In addition to determining the various types of leadership approaches and styles, these tests help in identifying the most effective approach.
Once stated by Dwight D. Eisenhower, “Motivation is the art of getting people to do what you want them to do because they want to do it.” The aforementioned ideology places an emphasis on an individual’s internal desires, rather than an outside/external force driving the individual’s consciousness (cognitive evaluation.) Therefore intrinsic motivation is one in which an individual 's own desire comes from within; a relentless and genuine passion for an intended goal. On the contrary, when an individual relies on external factors such as, a reward or any other form of external reinforcement, an extrinsic motivation is exhibited. Although society likes to stress the importance in pursuing an internal motivation, in today 's modern world, an extrinsic factor far outweighs an internal desire to accomplish an objective. As humans, we are too diverse in the way we think and develop, lending the mere classification of an internal motivation to become redundant. Furthermore, as
The general personality traits, which are related to success both in and outside the workplace, are all inherent in my answers given in the Leadership Assessment Quiz. With statements such as, “it is easy for me to compliment others” and “team members listen to me when I speak,” it is apparent I possess these characteristics. Whereas my task- related personality traits associated with successful leadership, such as courage, still need to be developed. Not only do I know this in myself, but it is clearly pointed out throughout the test, with statements such as, “resolving conflict is an activity I enjoy” and “I would enjoy coaching other members of the team”.