Developing Effective Leaders: Motivational Correlates of Leadership Styles

Abstract

The purpose of this study was to examine the motivational correlates (i.e., ability beliefs and motivational and social orientations) of four leadership styles (i.e., servant, transformational, transactional, and passive/avoidant). Participants included 132 high school and college athletes at a military institute emphasizing leadership development who completed a comprehensive questionnaire assessing leadership styles and motivational variables. Canonical correlation results demonstrated that high task orientation, learning beliefs, and affiliation and recognition social orientations, coupled with lower capacity beliefs, were significantly related to more intrinsically oriented leadership styles. Leadership opportunities also demonstrated relationships with leadership consistent with hypotheses. Discussion highlighted implications for leadership development.