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The Curvilinear Effect of Motivation to Lead on Leader Emergence: The Moderating Role of Shared Team Vision

https://doi.org/10.2139/ssrn.5076935
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Outgoing claims: the papers this work cites, builds on, or argues with.

inferredcites →https://doi.org/10.1002/job.1836openalex-snapshot
How do leadership motives affect informal and formal leadership emergence?
inferredcites →https://doi.org/10.1002/job.235openalex-snapshot
A reciprocal and longitudinal investigation of the innovation process: the central role of shared vision in product and process innovation teams (PPITs)
inferredcites →https://doi.org/10.1007/s10869-020-09698-0openalex-snapshot
Who Emerges into Virtual Team Leadership Roles? The Role of Achievement and Ascription Antecedents for Leadership Emergence Across the Virtuality Spectrum
inferredcites →https://doi.org/10.1016/j.jvb.2020.103428openalex-snapshot
Leader motivation as a building block for sustainable leader careers: The relationship between leadership motivation profiles and leader and follower outcomes
inferredcites →https://doi.org/10.1016/j.leaqua.2016.05.002openalex-snapshot
Emergent leadership in virtual teams: A multilevel investigation of individual communication and team dispersion antecedents
inferredcites →https://doi.org/10.1027/1866-5888/a000137openalex-snapshot
Exploring the Sex Difference in Affective Motivation to Lead
inferredcites →https://doi.org/10.1037/0021-9010.67.6.737openalex-snapshot
Leadership motive pattern and long-term success in management.
inferredcites →https://doi.org/10.1037/0021-9010.86.3.481openalex-snapshot
Toward a theory of individual differences and leadership: Understanding the motivation to lead.
inferredcites →https://doi.org/10.1037/apl0000413openalex-snapshot
Getting ahead, getting along, and getting prosocial: Examining extraversion facets, peer reactions, and leadership emergence.
inferredcites →https://doi.org/10.1037/apl0000439openalex-snapshot
Motivation to lead: A meta-analysis and distal-proximal model of motivation and leadership.
inferredcites →https://doi.org/10.1037/apl0000494openalex-snapshot
Unintended consequences of being proactive? Linking proactive personality to coworker envy, helping, and undermining, and the moderating role of prosocial motivation.
inferredcites →https://doi.org/10.1037/apl0000962openalex-snapshot
Inclined but less skilled? Disentangling extraversion, communication skill, and leadership emergence.
inferredcites →https://doi.org/10.1037/apl0000997openalex-snapshot
Leadership emergence: An integrative review.
inferredcites →https://doi.org/10.1111/apps.12492openalex-snapshot
The initiative paradox: A social comparison perspective on why and when relational crafting leads to loneliness
inferredcites →https://doi.org/10.1111/j.1744-6570.2011.01238.xopenalex-snapshot
A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE, INFORMAL LEADER EMERGENCE, AND INDIVIDUAL AND TEAM PERFORMANCE
inferredcites →https://doi.org/10.1111/peps.12264openalex-snapshot
The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment
inferredcites →https://doi.org/10.1177/0149206311410060openalex-snapshot
The Too-Much-of-a-Good-Thing Effect in Management
inferredcites →https://doi.org/10.1177/0149206320965683openalex-snapshot
The Emergence of Emergent Leadership: A Comprehensive Framework and Directions for Future Research
inferredcites →https://doi.org/10.1177/1094428113493119openalex-snapshot
Advancing Multilevel Research Design
inferredcites →https://doi.org/10.1287/orsc.2021.1476openalex-snapshot
Is Political Skill Always Beneficial? Why and When Politically Skilled Employees Become Targets of Coworker Social Undermining
inferredcites →https://doi.org/10.2307/20159921openalex-snapshot
SHARED LEADERSHIP IN TEAMS: AN INVESTIGATION OF ANTECEDENT CONDITIONS AND PERFORMANCE.
inferredcites →https://doi.org/10.5465/amj.2007.20159921openalex-snapshot
Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance
inferredcites →https://doi.org/10.5465/amr.2010.53503267openalex-snapshot
WHO WILL LEAD AND WHO WILL FOLLOW? A SOCIAL PROCESS OF LEADERSHIP IDENTITY CONSTRUCTION IN ORGANIZATIONS.
inferredcites →https://doi.org/10.5860/choice.29-3352openalex-snapshot
Multiple regression: testing and interpreting interactions
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