Motivation to Lead, Motivation to Follow: The Role of the Self-Regulatory Focus in Leadership Processes

Kark, Ronit; Van Dijk, Dina

doi:10.5465/amr.2007.24351846

Cited by 818Job Satisfaction and Organizational BehaviorLeadership and Management in OrganizationsBehavioral Health and Interventions

Motivation to Lead, Motivation to Follow: The Role of the Self-Regulatory Focus in Leadership Processes

Kark, Ronit, Van Dijk, Dina·2007·Academy of Management Review

DOI 10.5465/amr.2007.24351846

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Abstract

In this paper we integrate recent theories of motivation and leadership. Drawing on the self-regulatory focus theory and on self-concept based theories of leadership, we develop a conceptual framework proposing that leaders' chronic self-regulatory focus (promotion versus prevention), in conjunction with their values, influences their motivation to lead and, subsequently, their leadership behavior. We further suggest that leaders may influence the motivational self-regulatory foci of their followers, which will mediate different follower outcomes at the individual and group level.

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Transformational leaders are traditionally considered as energizing because they inspire others and change the way people work toward a common goal.
“Transformational leaders are traditionally considered as energizing: the idea is that transformational leaders are able to inspire others and change the way people work toward a common goal (cf. Bass 1985; Kark and Van Dijk 2007; Yukl 1998).”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Kark and Van Dijk 2007
Transformational leaders may be better able to energize followers into action toward a common goal.
“and hence transformational leaders may be better able to energize followers into action toward a common goal (Kark and Van Dijk 2007).”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Kark and Van Dijk 2007
Transformational leadership style may be related to a promotion focus, while transactional leadership style may be more related to a prevention focus.
“A transformational leadership style may very well be related to a promotion focus, while a transactional leadership style may be more related to a prevention focus”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Kark and Van Dijk 2007

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Authors: Kark, R., & Van Dijk, D.
Affiliations: Ben-Gurion University of the Negev (IL)
Ben-Gurion University of the Negev
ORCID: Kark, Ronit
Venue: Academy of Management Review
Publisher: Academy of Management
Published: 2007-04
Volume: 32
Issue: 2
Pages: 500-528
ISSN: 0363-7425 (ISSN-L)
1930-3807
DOI: 10.5465/amr.2007.24351846
OpenAlex: W2168708979
Cited by: 818
References: 130
Citations by year: 2026: 15 · 2025: 37 · 2024: 47 · 2023: 40 · 2022: 45 · 2021: 42 · 2020: 54 · 2019: 37 · 2018: 53 · 2017: 50 · 2016: 56 · 2015: 47 · 2014: 52 · 2013: 55 · 2012: 41
FWCI: 60.35
Type: journal article
Language: en
Open access: closed
Locations: Academy of Management Review (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Social Sciences › Psychology › Applied Psychology › Behavioral Health and Interventions
Keywords: self-regulatory focus, promotion focus, prevention focus, motivation to lead, leadership behavior, self-concept, leader values, follower motivation, follower outcomes

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Motivation to Lead, Motivation to Follow: The Role of the Self-Regulatory Focus in Leadership Processes

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