Power Is The Great Motivator

By D. Mcclelland, D. Burnham. 2008

526 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5d9fb07da4ef101c59ef86a8073302f02fd5cf3b

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Servant Leadership: A Review and Synthesis (2011, background): “This can be related to work by McClelland and Burnham (1976), who earlier indicated that the need for power could also be used in a beneficial way.”
Gender and risk: women, risk taking and risk aversion (2010, background): “While power is neutrally defined as “a desire to make an impact” ( McClelland and Burnham, 2003”
Who will Lead and Who will Follow? a Social Process of Leadership Identity Construction in Organizations (2010, background): “Likewise, some individuals, such as those with a high need for power (McClelland & Burnham, 2003), might claim a leader identity because they derive personal, intrinsic satisfaction from influencing others and being seen as a leader.”
Are You Willing and Able? Roles of Motivation, Power, and Politics in Career Growth (2010, background): “Need for power refers to the desire to influence others, change people or events, and make a difference in life (McClelland, 1975; McClelland & Burnham, 1976).”
The role of self-efficacy, goal, and affect in dynamic motivational self-regulation (2009, result): “... are other possible situational and individual exogenous factors that may also influence motivational self-regulation and thus could have influenced the results of this study: situational factors such as multiple vs. single goal environments (e.g., Kernan & Lord, 1990), cumulative vs. intermediat”
Political Skill in Organizations (2007, background): “Defined as the need to influence others toward personal or organizational objectives ( McClelland & Burnham, 1976 ), some scholars have suggested that the power motive is closely related to the ability to “detect and quickly identify the motive bases of others and to relate one’s power sources in or”
Ethical leadership: A review and future directions (2006, background): “Research suggests that leaders with higher power inhibition are more effective (McClelland & Boyatzis, 1982; McClelland & Burnham, 1976).”
Gender Differences in Leadership Role Occupancy: The Mediating Role of Power Motivation (2014, background): “For instance, power-motivated individuals show higher aspirations for managerial positions (McClelland and Boyatzis 1982), tend to be politically more active (McClelland and Burnham 1976), and are more likely to pursue careers that involve teaching others (Winter 1973).”
Should Entrepreneurially Oriented Firms Have Narcissistic CEOs? (2016, background): “Narcissistic CEOs tend to ignore the needs of subordinates and peers (Kets de Vries & Miller, 1985), to get self-affirmation from diminishing others (Bogart, Benotsch, & Pavlovic, 2004), and to make subordinates feel incompetent and powerless (McClelland & Burnham, 1976).”
How do leadership motives affect informal and formal leadership emergence (2013, background): “Although all of these motives have been linked with leadership outcomes, the need for power, defined as “the desire to have an impact. . .to be strong and influential” (McClelland & Burnham, 2003, p. 120), was the strongest predictor.”
How consumer shopping orientation influences perceived crowding, excitement, and stress at the mall (2012, background): “Shopping control and task-shopping We define the need for shopping control as the need to influence or control interactions with others in order to achieve shopping goals (McClelland and Burnham 1976).”