A two-nation investigation of leadership self-perceptions and motivation to lead in early adulthood: the moderating role of gender and socio-economic status

Abstract

Purpose

Drawing on the social-cognitive and motivational literature of leadership, the present study examines the influence of young adults' self-perceptions of leadership on their leadership self-efficacy (LSE) and motivation to lead (MTL) in their future career. The authors further examine gender and socio-economic status (SES) as important moderators of the proposed relationships.

Design/methodology/approach

The present investigation consists of a two-study research design, based on data collected from young adult samples across two culturally different countries, namely the UK (N = 267) and Japan (N = 127).

Findings

The study presents evidence of self-perceptions of leadership influencing LSE and MTL. The results further support the mediating role of leader self-efficacy. Regarding the moderating role of gender, results in both samples showed that the effects of leader self-efficacy on MTL were stronger for males. SES was found to moderate the effects of leadership self-perceptions of negative implicit leadership theories (ILTs) on LSE in the UK sample and the effects of leadership self-perceptions of positive ILTs on LSE in the Japanese sample.

Originality/value

This study fills the gap of empirical research focused on early adulthood influences on leadership development. In particular, this study has a three-fold contribution, by, firstly, developing a conceptual model that examines the role of young adults' self-perceptions of leadership on their self-efficacy as leaders and MTL; secondly examining contingencies of the proposed relationships; and thirdly testing the conceptual model in two countries.

Citation

Hoyland, T., Psychogios, A., Epitropaki, O., Damiani, J., Mukhuty, S. and Priestnall, C. (2021), "A two-nation investigation of leadership self-perceptions and motivation to lead in early adulthood: the moderating role of gender and socio-economic status", Leadership & Organization Development Journal, Vol. 42 No. 2, pp. 289-315. https://doi.org/10.1108/LODJ-03-2020-0112