McClellandsMotives,Culture,andLeadership:ACrossCulturalStudyofManagersin32Countries(AOM Conference2008,Session1594) HettyvanEmmerik,DawnFisher,WilliamL.Gardner,andHeinWendt Importanceofmotivesforleadershipstylesacrosstheworldandtheroleofculture Leadershipstudieshaveshownthatvarioustypesofmotivationareimportantforavarietyofleadership outcomes(Judge,Bono,Ilies,&Gerhardt,2002).Inthepresentstudy,wewillexploretheimportanceofmotives forleadershipstylesacrosstheworldandtheroleofcultureinthesemotivationalprocesses. McClellandsacquiredneedstheory McClellandsworkonimplicitmotivesandneedsisespeciallysuitedforthepresentstudybecauseitcanbeen studiedfromaleadershipperspectiveaswellasfromacrossculturalcontext. McClellandstheory(McClelland,1961)detailsthreebasicmotives: Theachievementmotivefocusesonarecurrentconcerntoexcel;peoplewanttodobetterforthemselves andforintrinsicsatisfaction.

ion. Theaffiliationmotiveishighforindividualswhotendtobeconcernedwithestablishing,maintainingand restoringclosepersonal,emotionalrelationshipswithothers Thepowermotiveinvokesadesiretoexertimpact,control,orinfluenceoverotherpersonsorgroups McClellandsNeedsandLeadershipStyles Leadershipstylesrefertotheabilitiesofanindividualtoinfluence,motivate,andenableotherstocontribute towardtheeffectivenessandsuccessoftheorganizationsofwhichtheyaremembers(Houseetal.,2004).Two constructsoriginatingintheOhioStateapproachtoleadership(Stogdill,1963,1977). Considerationreferstofriendlyandinterpersonallysupportivebehavior,whereas InitiatingStructurereferstotaskorientedanddirectivebehavior Hypotheses Departingfromthesemotives,weformulatedhypothesesthatrelatemotivestothesetwoleadershipstyles. H1:Theachievementmotivewillbenegativelyassociatedwithconsiderationandpositivelyassociatedwith initiatingstructure. H2:Thepowermotivewillbepositivelyassociatedwithconsiderationandpositivelyassociatedwithinitiating structure. H3:Theaffiliationmotivewillbepositivelyassociatedwithconsiderationandnegativelyassociatedwithinitiating structure. ModeratingRoleofCultureontheRelationshipbetweenMotivesandLeadershipStyles Amoderatingroleofcultureontherelationshipbetweenmotivesandleadershipstylescanworkthrough differentprocesses.Weonlyspecifiedabroadandgeneralhypothesisaboutthemoderatingroleofcultureon therelationshipbetweenmotivesandleadershipstyles. Hypothesis4:Culturewillmoderatetherelationshipbetweenmotivesandleadershipstyles. Method Thisstudyuseddatafromthedatabaseofaworldwideoperatingconsultingfirm(theHayGroup).Forthe presentstudy,weselectedonlythosecountriesthatratedonnationalculturebytheHofstedeandGLOBE projects.WeexcludedallrespondentswithmissingscoresfortheTAT.Aftertheserequirementsweremet,the informationconcerningtheTATscoresresultedintheselectionofdatafor18,404managersin32countries, including12,089men(66%)and6,315women(34%). Measures Leadershipstyle.Theitemsusedtomeasurethetwodependentvariableswereadaptedfromtheoriginalscales oftheOhioStateLeadershipStudies(Stogdill,1963)Initiatingstructurewasmeasuredwithsevenitems(Alpha =.80).AsampleitemisExpectsemployeestofollowhis/herinstructionsprecisely.Considerationwasalso

measuredwithsevenitems(Alpha=.87).AsampleitemisEncouragesemployeestotalktohim/herabout personalproblems. Culturaldimensions.Twotypesofoperationalizationoftheculturaldimensionswereused;Hofstedes(2001) andtheGLOBE(Houseetal.,2004)operationalizationsofnationalculture(testedformeasurement equivalence). TAT.Typically,McClellandsworkonassessingmotiveshasemployedtheThematicApperceptionTest(TAT)to assesstheseimplicitmotives.TheTATpresentsasetofpicturesandasetofquestionstoguidetherespondent inwritingashortstory.Thestoriesarethencodedandtheimplicitmotivesareassessed(Spangler,1992). anarchitectatadeskacouplebyarivernightclubscene Results ResultsofrandomeffectsGLSregressionlevelforcultures.revealthat theachievementmotivewasnegativelyassociatedwithconsideration, thepowermotivewasnegativelyrelatedtoinitiatingstructure,and theaffiliationmotivewasnegativelyassociatedwithconsiderationandpositivelyassociatedwithinitiating structure. NoneoftheinteractionsusingtheHofstededimensionswassignificantbutelevenoftheinteractionsusingthe Globedimensionsweresignificant. Differentculturaldimensionsmoderatetherelationshipbetweenmotivesandconsiderationthantheonesthat moderatetherelationshipbetweenmotivesandinitiatingstructure.Thatis, Masculinity,uncertaintyavoidance,performanceorientation,humanorientation,andgenderegalitarianism exclusivelymoderatetherelationshipbetweenmotivesandconsideration Powerdistance,futureorientation,andassertivenessexclusivelymoderatetherelationshipbetween motivesandinitiatingstructures. Discussion Inthepresentstudy,weusedarchivaldatafromboththeHofstedeandtheGLOBEstudiestotestthe associationsbetweenmotivesandleadershipstyles,andthemoderatingroleofculture AlthoughtheresultsrevealedassociationsbetweenMcClellandsmotives,culture,andleadershipstyles,the similaritiesinbehaviorshouldbehighlighted:Managerialbehaviorshowsremarkablesimilaritieswithrespect toconsiderationandinitiatingstructureacrosscultures.