1. Motivation to Lead Layla Qaabidh, RN, MSN, (PhD candidate)
Mary Antoine, RN, BSN
Lisa Archer, RN, BSN
Yvonne Wesley, RN, Ph.D., FAAN

2. Presentation Objectives
Upon completion of this session, participants will be able to
Identify components of a framework highlighting leadership characteristic differences
Compare motives to lead with leadership skills
Discuss individual differences in leader behaviors
Presentation Objectives

3. Theoretical Framework
Individuals’ participation in leadership roles and activities
Non-cognitive abilities such as personality and values, relate to leader behaviors through an individual’s motivation to lead(MTL).
It is through such activities that the individual acquires the social skills and knowledge required for leading and possibly her his or her leadership style.
Depending on the situation, social abilities and the individuals cognitive ability affect leadership outcome.
Theoretical Framework

4. Leader Development /Performance
Individual differences in Leader Behaviors
Personality
Values
Leadership Efficacy
Interest Domain
Social knowledge and skills for leading
Situational Factors
Personal Resources
Outcomes Performance
Leader Development /Performance

5. Conceptualizing & Measuring MTL
Assumptions:
-individual differences in MTL can change with leadership experience & training
-differences are an immediate outcome of ones leadership self-efficacy and accumulated leadership experience
Self-efficacy:
--borrowed from Bandura’s(1986, 1997)
--general social cognitive theory accounts for individual differences in MTL
Conceptualizing & Measuring MTL

6. Conceptualizing & Measuring MTL
First step to measuring MTL is to address the dimensionality of leader motivation
Interpersonal behavior: the affect, the person beliefs about outcomes associated with success and social norms related to the act
The less motivated one is about leading others, the less one would wish to take on leadership roles
Conceptualizing & Measuring MTL

7. Antecedents of MTL Distal Antecedents to MTL
Understanding the MTL requires understanding the antecedents that affect it.
Distal Antecedents to MTL
Personality
Values
Proximal Antecedents to MTL
Leadership Self-Efficacy
Leadership characteristics
Antecedents of MTL

8. The New York University Leadership Institute for Black Nurses developed in 2005 by Yvonne Wesley, PhD, RN, FAAN.
LIBN helps Black nurse managers to both envision and achieve career goals in administration, education, and research.
LIBN holds six monthly training sessions, addressing topics such as individual efficacy, leadership paradigms, negotiation, and collaboration.
Sample size = 48 Fellows from the NYU LIBN; completed three Likert-type pen and paper surveys
Method Overview

9. Method Measurements Used:
Motivation to Lead Scale is a 27-item questionnaire with a 5-point Likert type scale (1=strongly disagree to 5=strongly agree). There are 11 reverse items
Leadership Dimensions Scale is a 15-item scale designed to measure perceived leadership skills on a 9-point rating (1=poor to 9 =superior)
Leadership Self-Efficacy Scale is a 6-item measure of leadership self-efficacy with a 7- point Likert type scale (1=strongly disagree to 5=strongly agree)
Method

10. Method Examples of an item of each measure:
MTL == “Most of the time, I prefer being a leader than a follower when working in a group”
LSE == “I am confident that I can lead others effectively”
LDS == “Oral communication, written communication, oral presentation”
Method

11. Results The Fellow’s mean MTL score was 101.55 (SD = 8.98)
The possible range of scores on the MTL is and a midpoint of 81
Fellows scores ranged from
25% of the Fellows scored 95 or less
50% of the Fellows scored 100 or less
75% of the Fellows scored 109 or less
MTL was related to scores on Leadership Dimensions (r= .55, p=.000)
Leadership Self-Efficacy was not related to MTL (r=.13, p=.43)
Results

12. The MLS revealed that the following items receiving the highest and lowest scores from the Fellow:
* item#4; I am the type of person who is not interested to lead others.
(M = 4.40, SD = .78)
item#9; I am seldom reluctant to be the leader of a group. (M = 2.70, SD = 1.14)
* item#14; I have more of my own problems to worry about than to be concerned about the rest of the group.
(M = 4.56, SD = .61)
item#22; It is not right to decline leadership roles. (M = 2.80, SD = .85)
* item#18; Leading others is a waste of ones personal time and effort.
(M = 4.71, SD = .58)
* item#23; I would never agree to lead just because others voted for me.
(M = 3.00, SD = 1.05)
Results

13. Conclusion Increase knowledge of Leadership Frameworks
Opportunity to discuss different Leadership Styles
A safe and supportive environment to facilitate and foster the development of future leaders
The LIBN provides:
Leadership characteristics of the LIBN Fellows
Relationship between motivation to lead & leadership characteristics
Leadership skills were not related to MTL
The Analysis shows:
Conclusion

14. Implications Research:
Fellows with increase Motivation to Lead scored higher on the Leadership Dimensions Scale
Further research is needed to…
Determine whether Black nurses without prior leadership experience are motivated to lead
Determine whether there are differences in leadership characteristic by race/ethnicity
Determine whether MTL declines after repeated denial of career advancement
Implications

15. Implications Research:
Fellows perceived leadership skills were not related to MTL
Further research is needed to…
Determine which leadership skills effect MTL among Black nurses
Determine whether there are differences in leadership skills by race/ethnicity
Determine whether perceptions of leadership efficacy vary after repeated denial of career advancement
Implications

16. Implications Practice Practice Leadership Efficacy
Leadership Dimensions
Oral Communication
Problem Analysis
Written Communication
Judgment
Oral Presentation
Decisiveness
Initiative
Physical Stamina
Sensitivity
Technical Competence
Influence
Mission Accomplishment
Planning and Organization
Followership
Delegation
Practice
Leadership Efficacy
Confidence
Optimism
Positive affective disposition
Self efficacy
Stable personality traits
General cognitive ability
The study results suggest that training should be given in the areas mentioned on the Leadership Dimensions Scale
Implications for practice: The study results suggest that training should be given in the areas mentioned on the Leadership Dimensions Scale. [now mention the characteristics on the slide].
Also, given the finding that leadership efficacy was not related to MTL, training that increases perception of leadership self-efficacy as defined by Chan, may not increase MTL among Black nurses.
Implications
Given the finding that leadership efficacy was not related to MTL, training that increases perception of leadership self-efficacy as defined by Chan, may not increase MTL among Black nurses.

17. Theoretical framework suggests a relation between MTL with leadership characteristics and leadership skills
Data from 48 NYU-LIBN Fellows suggest MTL is related to their leadership characteristics
Research is needed to understand perceived leadership skills among Black nurses
Trainings that re-enforces leadership characteristics will increase MTL among Black nurses.
Summary