Motivation and emotion/Book/2024/Power motivation and leadership

Power motivation and leadership:
How does power motivation influence leadership styles and effectiveness?

Multimedia presentation (3 min)

Overview

Scenario Let us imagine that Ahmed, the newly appointed CEO, has always been driven by a strong desire to succeed and exert influence. Ahmed is an authoritative leader, making decisions unilaterally while disregarding team input. The company grows rapidly initially, but over time cracks begin to appear. There is a decline in employee morale, a slowdown in innovation, and an increase in turnover rates. Although Ahmed's power motivation has led to some success, it has also created a toxic environment at work. While power can be an essential force for driving success, the imbalance between control and collaboration may ultimately threaten the sustainability of a leader's achievements. In what ways does this drive for power affect Ahmed's long-term effectiveness as a leader?

Key Concepts and Importance:

• Power Motivation: The desire to control or influence others is a fundamental aspect of leadership. It can drive leaders to achieve great success, but if unchecked, it can also lead to negative outcomes.
• Leadership Styles: The way a leader's power motivation manifests can determine their leadership style, from authoritarian to transformational, each having distinct impacts on team dynamics and organisational effectiveness.
• Impact on Effectiveness: Understanding the role of power motivation is crucial in predicting and improving leadership effectiveness. Leaders who can balance their desire for power with empathy and inclusiveness tend to foster healthier, more productive work environments.

Focus questions What is power motivation, and how does it manifest in leadership? How does power motivation influence different leadership styles? What impact does power motivation have on leadership effectiveness? Can power motivation contribute to both positive and negative leadership outcomes? How can leaders balance power motivation with other leadership qualities to enhance effectiveness?

Power motivation theories

Understanding power motivation

Figure 1. David McClelland American psychologist behind the Motivation Theory of Needs

• In 1975, McClelland described power motivation as the urge to dominate or influence others, which frequently stems from an individual's need to demonstrate dominance or obtain high status within a group. It is a key feature of human conduct that may significantly influence leadership dynamics. Leaders with high power motivation seek chances to manage resources and guide people, balancing their objectives with the potential to exert their authority and influence decision-making. Power motivation may emerge in a variety of ways, depending on whether it is personal or socialised.
• In authority and control positions, leaders who possess strong power ambitions may have a significant effect on organisational or group outcomes. As Winter (1991) points out, people who are motivated by power are more proactive when it comes to making decisions and forceful when enforcing regulations. Although, the type of their power motivation - whether personal (self-serving) or social (group-serving) - plays a significant role in the leadership style they choose. A socialised power system produces more inclusive and effective leadership, while an individualised power system may sometimes foster authoritarianism and division.

McClelland's theory of needs

• The Three Needs: According to David McClelland's Theory of Needs (1961), three major motivations drive human behaviour: the need for accomplishment, the need for affiliation, and the need for power. Among them, power motivation is especially important in leadership because it determines how people attempt to influence others and advance to leadership positions. According to McClelland (1975), while all three needs can influence leadership styles, people who have a high need for power are more likely to emerge as leaders because they want to control resources and command others.

McClelland's Theory of Needs

The Three Need	Simple definition
Achievement	Leaders motivated by achievement focus on setting and accomplishing challenging goals.
Affiliation	Leaders with high affiliation needs to seek harmonious relationships.
Power	Leaders motivated by power aim to influence, control, and lead others, which often propels them into leadership positions.

Personalised power vs Socialised power

• It has been argued by McClelland that there are two types of power motivation: personal power, in which individuals desire power for their own advantage, and social power, in which individuals seek to use power to help others. In many cases, leaders motivated by a personalised power motive exploit their authority for personal glory and recognition, sometimes at the expense of their followers. In contrast, socialised power leaders prioritise empowerment, sharing authority, and encouraging collaboration to achieve long-term success (Moon et al., 2022). Socialised power motivation is typically associated with transformational leadership, while personalised power motivation is more closely associated with autocratic leadership.

Power motivation in organisational leadership

• High Power Motivation: Leaders with strong power motivation frequently exhibit specific characteristics and actions that form their leadership style and affect their businesses. Understanding these features can help explain how power motivation influences organisational dynamics and effectiveness.

High Power Motivation Qualities

Characteristic	Results
Assertiveness and Confidence	This self-assurance enables them to act decisively and make vital judgements with little hesitation. Such characteristics may motivate followers, giving a feeling of direction and purpose in the team. According to House and Howell (1992), forceful leaders frequently demonstrate a clear vision, which may drive organisational success and foster a culture of accountability among team members.
Ambition and Goal Orientation	This goal orientation can be useful in competitive situations when organisational performance is directly related to meeting key milestones. However, an overwhelming concentration on ambition without regard for team members' well-being can lead to burnout and low morale.
Desire for Influence	They want positions of responsibility not only for personal benefit, but also to effect change and carry out their vision. This drive for influence can emerge in a variety of ways, including campaigning for new projects, developing corporate culture, and driving strategic choices (Friederichs et al., 2023). However, if not managed properly, this desire may result in power battles and team friction.
Resistance to Feedback	In order to accommodate the demands of their team better, they may not be able to see areas for development and adjust their leadership style accordingly. Leadership that is excessively focused on retaining power may ignore constructive criticism, limiting their own growth and the overall development of their team, according to Hogan and Kaiser (2005).

• Balancing Act: While power motivation may propel leaders to huge results, it is critical that they balance this desire with other necessary leadership attributes in order to build a healthy organisational environment. This balancing act is critical for achieving long-term success and fostering a healthy work environment.

Figure 2. Donald Trump 45th U.S. President Case study: Donald Trump Leadership Style: Autocratic and Transactional. Power Motivation: Donald Trump's leadership is defined by personal power motive. He regularly sought control and power, making unilateral choices and expressing dominance, all characteristics associated with authoritarian leadership (McAdams, 2020). His presidency, like his commercial career, was characterised by an ambition for public fame and power Impact: Trump's leadership resulted in considerable policy shifts, frequently avoiding conventional processes in favour of direct decision-making{{f}. His "America First" strategy transformed domestic and foreign policy, drawing people who admired his strong leadership style . This transactional approach appealed to a sizable proportion of the voters, who desired rapid results, particularly in economic issues (Barber, 2019). Controversy and Division: Trump's leadership was very conflicting, deepening political and social tensions in the United States. His handling of crises, such as the COVID-19 pandemic and the Capitol riot, demonstrated the dangers of personalised power motive, in which choices were frequently taken without agreement or regard for larger societal consequences (Immelman, 2017). Legacy: It is clear that Trump's personalised power motivations have left a lasting imprint on American politics, particularly among Republicans. Although he led notable policy shifts, his approach raised concerns about the ethical and sustainable use of power (Post, 2017).

Leadership styles influenced by power motivation

Leadership Styles and Influence

Leadership style	Characteristic	Power Motivation Influence{{f}
Autocratic	- High control, low team input - Leader makes decisions unilaterally	Driven by a personal power motive, with an emphasis on control and dominance. When leaders centralise power and limit team input, they tend to achieve good results in high-pressure or crisis situations, but they usually fail in high-morale or disengaged teams (House & Howell, 1992). Leaders with autocratic tendencies have been linked to higher productivity, but also to higher turnover and lower innovation rates (Hasan et al., 2018).
Democratic	- Shared decision-making - Team collaboration	Leaders who are motivated by socialised power seek to benefit the group and foster collaboration. They provide decision-making authority for group members, promoting inclusiveness, morale, and creativity (McClelland & Watson, 1973). Democratic leadership has been found to increase employee engagement and happiness, especially within diverse teams.
Paternalistic	- Leadership with a guiding, parental approach - Leader makes decisions in the team’s best interest	When power is used in hierarchical or culturally collectivist environments, it is used to protect. A paternalistic leader balances power and responsibility to ensure the well-being of their subordinates while maintaining control (Ünler & Kılıç, 2019). As well as increasing loyalty, this technique may hinder team autonomy.
Laissez-faire	- Minimal intervention - High autonomy for team members.	May lack high power motivation, resulting in low participation in team procedures. While this strategy can empower highly experienced teams, it frequently leads to confusion or poor performance when clear guidance is not provided (Iqbal et al., 2021). A lack of leadership control can contribute to increased work unhappiness and underperformance, particularly in teams that require guidance (Judge and Piccolo, 2004).
Transformational	- Inspires change and vision - Motivates through shared goals and purpose	Leaders with socialised power motivation utilise influence to motivate and uplift their teams, with the goal of achieving collective achievement. Transformational leaders are noted for fostering innovation, ensuring long-term organisational success, and instilling a sense of purpose in their workforce (Hasan et al., 2018). According to research, transformative leadership improves employee engagement and team performance (Judge & Piccolo, 2004).
Transactional	- Focus on routine and structured roles - Rewards and punishments drive behaviour	By organising duties, setting clear expectations, and rewarding performance, leaders motivated by transactional power maintain the status quo. Hasan et al. (2018) argue that transactional leadership can be effective in achieving short-term goals but hinder creativity and undermine long-term motivation. When applied to stable contexts, this method tends to be more successful than when applied to dynamic or creative ones (Judge & Piccolo, 2004).

Quiz (answer true or false to the below statements):

1 Autocratic leaders are driven by socialised power motivation, promoting collaboration and inclusiveness within their teams.

	True
	False

2 Laissez-faire leadership, characterised by minimal intervention, can lead to confusion and poor performance in teams requiring clear guidance.

	True
	False

The effectiveness of power-motivated leadership

Positive impacts

Driving Organisational Success: It is not uncommon for leaders with high power motivation to pursue ambitious goals and promote organisational growth through decisive, bold decision-making, particularly in competitive or unstable environments. According to McClelland and Watson (1973), power-motivated leaders, especially those with socialised power motivations, encourage high performance by focusing their influence on shared goals.

Empowering Teams: Despite the fact that power-driven leaders are sometimes thought of as dictatorial, individuals who take a socialised approach may be able to empower their colleagues effectively. Their guidance and resources promote a sense of purpose and initiative. A high level of commitment from transformational leaders fosters a sense of collective responsibility among their colleagues (Hasan et al., 2018).

Promoting Innovation and Growth: Leaders who have a high level of power often drive change and innovation by challenging traditional practices. Elon Musk and Steve Jobs are examples of leaders who have used their power and motivation to disrupt industries and advance technology. They enable organisations to remain competitive and adaptable despite rapid changes in their environments because of their decisive leadership.

Negative impacts

Risks of Toxic Leadership: Leaders motivated by a need for personal control and recognition may become overbearing, resulting in toxic leadership characteristics such as micromanagement, autocratic decision-making, and a lack of empathy. Toxic leadership frequently generates toxic work conditions in which people feel disengaged, devalued, and scared of the consequences. According to research, this type of leadership can lower team morale and cause long-term organisational dysfunction (Kellerman, 2024). When power is wielded in an unbalanced manner, it can lead to narcissistic leadership traits that impede cooperation and suppress innovation.

High Turnover Rates: The culture of dissatisfaction among employees may be fostered by leaders who dominate decision-making processes and ignore employee opinions. Employees in such circumstances frequently feel disempowered and unappreciated, prompting them to seek new options. Hogan and Kaiser (2005) found that firms with high turnover rates frequently have leaders who emphasise control over cooperation, which reduces work satisfaction and loyalty. In severe circumstances, this might impair the organisation's reputation, making it harder to attract and retain high-performing employees.

Leadership Blind Spots: Overconfident power-motivated leaders often have blind spots in their leadership style due to overconfidence. Their intense need for control can often hinder them from admitting mistakes, receiving feedback, or adapting to new situations. Leaders with uneven power motives may fail to recognise the larger implications of their actions, resulting in organisational stagnation or failure. This tunnel vision can result in missed opportunities, especially in contexts that need adaptability, teamwork, and creativity.{{f}

Balancing power motivation for leadership success

Strategies for Balance: Managing power motivation appropriately requires leaders to balance their desire for control with the needs of their teams. In order to accomplish this, emotional intelligence is crucial, enabling leaders to be conscious of their power motivations and apply them constructively. Inclusion of groups rather than individuals is encouraged by socialised power motivation. It is important for leaders to be self-reflective and take advantage of feedback regularly in order to temper power-driven tendencies and foster leadership that combines authority and empathy (Maldonado & Márquez, 2023).

Leadership Development Programs: Training for leadership that focuses on emotional intelligence, communication, and conflict resolution is a good way for organisations to promote balanced power motivation. Developing initiatives that promote socialised power can help reduce toxic leadership by facilitating leaders' influence towards collective goals, argues Day (2001). In addition, mentoring programs play a vital role in providing guidance from seasoned leaders who have shown balanced leadership{{f}.

Quiz (answer true or false to the below statements):

1 Leaders with high power motivation, particularly those with socialised power motivations, are often successful in promoting organisational growth through collaborative decision-making.

	True
	False

2 Toxic leadership, often characterised by micromanagement and a lack of empathy, can result from leaders who are overly motivated by personal control and recognition.

	True
	False

Conclusion

• The theory and research of psychology explore how power motivation shapes leadership styles and their effectiveness. When a leader is motivated by power, he or she looks for ways to influence others. However, how this motivation manifests itself-through personal or group power-significantly impacts the results they get.
• Leaders with a strong desire for power may adopt a variety of styles, ranging from autocratic to transformative, each with its own set of consequences. Although they may promote quick decision-making and control, autocratic leaders frequently sacrifice team spirit and creativity in the process. Leaders with socialised power motivation, such as those that use a transformational approach, empower their colleagues, creating cooperation and long-term success.
• The connection between power drive and leadership is nuanced and diverse. McClelland's and others' concepts give a framework for studying how different forms of power motivation impact leadership behaviours. While power-motivated leaders can achieve tremendous success, the long-term viability and ethical consequences of their leadership are determined by how successfully they balance their drive for control with the demands of their team and organisation.
• For prospective leaders, the major message is the significance of recognising one's own power motive and how it may affect leadership style. Power must frequently be balanced with empathy, teamwork, and adaptability in order for effective leadership to occur. Organisations may support successful leadership by fostering the development of socialised power motivation, which results in beneficial and long-term consequences for both leaders and their teams. In summary, power motivation when used well, it may lead to extraordinary accomplishments, but when mishandled, it can cause division and long-term problems.

See also

• Power motivation (Book chapter, 2013)
• Leadership styles (Wikipedia)
• Need Theory (Wikipedia)

References

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Barber, J. D. (2019). The presidential character: predicting performance in the White House (Fifth edition). Routledge.

Day, D. V. (2001). Leadership development: A review in context. The Leadership Quarterly, 11(4), 581-613. https://doi.org/10.1016/S1048-9843(00)00061-8

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Hasan, E., Khajeh, A., Abu, M., & Asaari, H. (2018). Impact of Leadership Styles on Organizational Performance. Journal of Human Resources Management Research, 2018(2166-0018), 2166–2184. https://ibimapublishing.com/uploads/articles/JHRMR/2018/687849/687849-1.pdf

Hogan, R., & Kaiser, R. B. (2005). What We Know About Leadership. Review of General Psychology, 9(2), 169–180. https://doi.org/10.1037/1089-2680.9.2.169

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Iqbal, Z. A., Abid, G., Arshad, M., Ashfaq, F., Athar, M. A., & Hassan, Q. (2021). Impact of Authoritative and Laissez-Faire Leadership on Thriving at Work: The Moderating Role of Conscientiousness. European Journal of Investigation in Health, Psychology and Education, 11(3), 667–685. https://doi.org/10.3390/ejihpe11030048

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Kellerman, B. (2024). Leadership from Bad to Worse: What Happens When Bad Festers (1st ed.). Oxford University Press. https://doi.org/10.1093/oso/9780197759271.001.0001

Maldonado, I. C., & Márquez, M.-D. B. (2023). Emotional intelligence, leadership, and Work teams: a Hybrid Literature Review. Heliyon, 9(10). https://doi.org/10.1016/j.heliyon.2023.e20356

McAdams, D. P. (2020). The strange case of Donald J. Trump: A psychological reckoning. American Imago, 77(1), 3-26.

McClelland, D. C. (1961). The achieving society. Van Nostrand.

McClelland, D. C., & Watson Jr, R. I. (1973). Power motivation and risk-taking behavior. Journal of Personality, 41(1), 121–139. https://doi.org/10.1111/j.1467-6494.1973.tb00664.x

Moon, B., Lee, N. M.-H., & Bourdage, J. S. (2022). Personalized and socialized need for power: Distinct relations to employee traits and behaviors. Canadian Journal of Behavioural Science / Revue Canadienne Des Sciences Du Comportement, 54(1), 28–39. https://doi.org/10.1037/cbs0000279

Post, J. M. (2017). Narcissism and politics: Dreams of glory. Political Psychology, 38(1), 21-38.

Schattke, K., & Marion-Jetten, A. S. (2022). Distinguishing the explicit power motives: Relations with dark personality traits, work behavior, and leadership styles. Zeitschrift für Psychologie, 230(4), 290–299. https://doi.org/10.1027/2151-2604/a000481

Wang, J., Qu, S., Li, R., & Fu, Y. (2022). Power motivation arousal promotes prosocial behavior in the dictator game depending on social presence. PLOS ONE, 17(11), e0277294. https://doi.org/10.1371/journal.pone.0277294

Winter, D. G. (1991). A motivational model of leadership: Predicting long-term management success from TAT measures of power motivation and responsibility. The Leadership Quarterly, 2(2), 67–80. https://doi.org/10.1016/1048-9843(91)90023-U

Ünler, E., & Kılıç, B. (2019). Paternalistic Leadership and Employee Organizational Attitudes: the Role of Positive/Negative Affectivity. SAGE Open, 9(3), 215824401986266. https://doi.org/10.1177/2158244019862665

External links

• Power Is the Great Motivator (Harvard Business Review)
• The Leadership Style of U.S. President Donald J. Trump (ResearchGate)
• The Personality Profile and Leadership Style of U.S. President Donald J. Trump in Office (College of Saint Benedict and Saint John's University)