Rapid Rise Versus Slow Recognition: Motivation to Lead and the Emergence of Informal Leaders in Self‐Managing Teams Over Time
研究发现在自我管理团队中，代理型领导动机通过能力感知预测初期领导者涌现，而公共型领导动机通过温暖和能力感知随时间推移促进后期领导者涌现，解释了为何团队初期看似低估公共动机。
ABSTRACT Research on motivation to lead (MTL) suggests that team members' agentic motives are more relevant than their communal motives in shaping informal leader emergence. Yet, this prevailing consensus in the MTL literature is based on the view of leader emergence as a static one‐time event, discounting its inherently dynamic nature. Integrating dynamic views of leader emergence with the warmth‐competence framework and the passage of time, we propose that both agentic and communal MTL shape leader emergence, albeit at different points of teamwork and through distinct social perceptual pathways. Results from two multiwave studies of MBA students in self‐managing teams ( n = 212 and 355, respectively) show that agentic MTL predicts initial leader emergence via perceptions of competence, which also enable agentic leaders to sustain in leadership positions in the long term. In contrast, communal MTL fosters later leader emergence, as perceptions of warmth and competence increase over time. These findings suggest that teams may appear to initially undervalue communal motives in leadership decisions because agentic individuals establish themselves as leaders before the benefits of communal motives fully materialize.