International Journal of Organizational Leadership

There is inconsistency in positioning general motivation constructs within the broader leadership research. The main purpose of the current study was to review major social constructs of motivation applied in leadership studies and then empirically investigate their associations. Data was collected using self-reported measures from 316 business students to test our theoretical models. Properties of the models, including validity and common method bias, were assessed and controlled before hypothesis testing using variance-based structural equation modeling. This study offers several original contributions. First, reviewing the literature, we identify major social constructs of motivation central to leadership studies including self-efficacy, self-regulation, causal attributions, goal orientation, intrinsic and extrinsic motivation. Second, applying the regulatory focus perspective, we offer a new taxonomy of the constructs (promotional vs. preventive). Third, using empirical data, we establish a nomological network amongst the six social constructs of motivation. The study yielded an integrative theory of motivation by establishing a network of cause-and-effect amongst six popular social constructs of motivation in leadership research. Two complementary (promotional vs. preventive) models of motivation were developed to predict dimensions of creative outcome (idea generation and exploration). Forth, building on the findings, we provide early evidence for further decomposition of general self-efficacy constructs into “promotional self-efficacy” vs. “preventive self-efficacy”. Implications of the findings for leadership research were also discussed.

This study investigates the relationship between self-efficacy and Organization Citizenship Behavior (OCB), moderated by incivility and mediated by pro-social motivation. Self-efficacy is the employee's belief in him about his skills to perform tasks in different situations. The direct and indirect effects of self-efficacy of teachers towards their OCB through prosocial motivation have been observed in this study. For this purpose, data has been collected through questionnaires (N = 301) using convenience sampling in three-time phases with two weeks gaps between each phase. SPSS 22.0 and Amos 22.0 were used along with Process by Hayes for moderated mediation analysis. The results indicate that self-efficacy leads to organizational citizenship behavior (OCB) and pro-social motivation, moderated by incivility and mediated by pro-social motivation. In a nutshell, this study demonstrates self-efficacy enhances pro-social motivation and OCB within academic settings with reference to Pakistan, advocating that if teachers are confident to perform a task, they can also demonstrate their extra-role behavior. The present study contributes to the literature by analyzing the novel framework within the Pakistan context. The mediating effect of prosocial motivation between teachers’ self-efficacy and OCB has not been discussed in the prior studies. The implications, discussion, and conclusion are also discussed.

The current study aims to examine the effects of management skills on job satisfaction and mediating role of self-efficacy and social support. To this end, 236 questionnaires have been collected from managers of Tejarat bank. The results showed that, as individual self-efficacy increases, social support cannot significantly mediate the relationship between management skills and job satisfaction. However, managerial skills had a significant effect on employee's job satisfaction. Also, social support significantly mediated the effects of management skill on job satisfaction. Furthermore, self-efficacy reverses the effect of management skills on job satisfaction. The results further revealed that in high levels of self-efficacy and high skills, job satisfaction for management would be affected by other variables. The satisfaction in higher level of organizations may need to be evaluated through different models rather than current ones.