Contrasting different philosophies of leader motivation: Altruism versus egoism

By Bruce J. Avolio, Edwin E. Locke. 2002

168 citations recorded by the source corpus.

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Scale Development and Construct Clarification of Servant Leadership (2006, background): “Avolio and Locke (2002) discussed the necessity of altruism in leaders to have the greatest impact on organizations and their members.”
Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, background): “They do this because they assume that KH tends to impede the organisation achieve superior performance (Avolio & Locke, 2002).”
Servant Leadership, Hope, and Organizational Virtuousness: A Framework Exploring Positive Micro and Macro Behaviors and Performance Impact (2011, background): “The necessity for altruism in leadership was recognized by many scholars (Avolio & Locke, 2002; Block, 1996) as was the altruistic nature of a servant leadership (Greenleaf, 1977; Sendjaya et al., 2008).”
Leader self-sacrifice and leadership effectiveness: the moderating role of leader prototypicality. (2005, background): “Rather, we suggest that leaders must be able and willing to display self-sacrificing behavior from time to time (Avolio & Locke, 2002).”
Serving the Self From the Seat of Power (2014, background): “Acknowledging this, several theorists have sought to distinguish among different forms of power motivation (Avolio & Locke, 2002; Foster & Rusbult, 1999; Frieze & Boneva, 2001; Gillet, Cartwright, & van Vugt, 2011; Lammers, Stoker, & Stapel, 2009).”