Toward a theory of individual differences and leadership: understanding the motivation to lead.

By Kim-Yin Chan, Fritz Drasgow. Journal of Applied Psychology, 2001

810 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/703874a240612c5d2df43d7831625e74931bd7f0

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Leadership efficacy: Review and future directions (2008, background): “Unfortunately, very little research is available that has assessed both general and self forms of leader efficacy in the same study (e.g., [Chan and Drasgow, 2001; Kane et al., 2002).”
A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework (2006, background): “…expects inequality; and HIND represents the extent to which an individual’s self-concept is autonomous and the individual is seen as equal to others), Chan and Drasgow (2001) surveyed military recruits and junior college students in Singapore and the US to explore links between cultural values and…”
Research on leadership in a cross-cultural context: Making progress, and raising new questions (2003, background): “In addition, collectivism was positively related to affective and noncalculative aspects of an individual's motivation to lead ( Chan & Drasgow, 2001).”
Taking Gender into Account: Theory and Design for Women's Leadership Development Programs (2011, background): “On the positive side, receiving validation for one’s self-view as a leader bolsters self-confidence, which increases one’s motivation to lead (Chan & Drasgow, 2001; 7 Kark & van Dijk, 2007) and to seek new opportunities to practice leadership (Day & Harrison, 2007; Day, Harrison, & Halpin, 2009).”
Promoting more integrative strategies for leadership theory-building. (2007, background): “…leadership, the focus has been on the role that individual differences like personality and general mental ability play in determining who emerges as a leader and how effective the person is in leadership positions (e.g., Bass, 1990; Chan & Drasgow, 2001; Judge, Bono, Ilies, & Gerhardt, 2002).”