دانلود رایگان مقاله انگلیسی تاثیر بازخورد در مورد پتانسیل رهبری بر جاه طلبی، تعهد سازمانی و عملکرد - الزویر 2018

ABSTRACT

In the present research we report results from two experimental studies that examine how feedback about leadership potential impacts leadership ambition, organizational commitment, and performance. Study 1 used an experimental vignette methodology that controls for prior performance. Results show that individuals who receive feedback that they have low potential to be a future leader have lower ambition and organizational commitment relative to those who receive feedback that they have high potential to be a future leader. Study 2 provides evidence of the causal behavioral effects of feedback about leadership potential using a real task effort environment. Results show that participants informed to be unlikely future leaders display lower performance in a subsequent task than participants informed to be likely future leaders. The findings from the two studies demonstrate that information about leadership potential affects subsequent ambition to become leaders as well as performance. We discuss the implications of these findings for the importance of followership, talent management, and leadership succession.

Conclusion

Prior research on leadership succession has advanced our understanding of the strategic consequences of successions (i.e., once new leaders, typically at the top of an organization such as CEOs, take office). However, we know little about the motivational effects of feedback about potential (or not) to be a future leader. Therefore, in the present set of studies we provide insight into the motivational consequences associated with feedback about individuals' leadership potential. One may be tempted to believe that information about leadership successions is necessarily energizing and that individuals feel inspired by the fact they are seen as likely future leaders. However, the current research demonstrates that differential feedback about leadership potential has unique differential motivational consequences including for those who are unlikely to be chosen, over and above feedback about previous performance. It thus appears somewhat paradoxically, then, that by singling out likely future leaders, organizations are not necessarily more capable of cultivating engaged future leaders than capable of demotivating those who are denied such prospects.