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The purpose of this paper is to address the question of what motivates leaders to engage in effective leadership behaviours by integrating transformational leadership theory and self-determination theory. The authors propose that the type of enacted leadership behaviour is related to level of self-determined motivation.

This study presents validity evidence for an 18-item scale of motivation for transformational leadership based on Gagné and Deci’s (2005) six levels of internalization. A total of 310 employees (mean age=39, 64.5 per cent female, 46 per cent formal leaders) completed the scale, other measures of leadership, and job satisfaction.

Results supported the theorized six-factor structure of the scale and provided evidence for incremental validity in the prediction of job satisfaction and transformational leadership above and beyond another measure of motivation to lead.

The lack of amotivation and the presence of autonomously controlled extrinsic motivation are predictive of effective leadership behaviour, a key finding with implications for leadership selection. The study was limited by the use of self-report data. Future studies should examine additional predictors and outcomes of the construct (e.g. subordinate attitudes or performance and leader personality), and whether it is stable over time.

Leaders’ motivation for role effectiveness is an unexplored area of research. This study suggests that type of motivation can be important for effective leadership and provides a validated scale for use in future leadership research and selection.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

The 28th annual conference of Aslib, held at Nottingham University from 11th to 14th September, 1953, proved to be the largest that Aslib has so far organized. A list of those present is printed on pp. 254–260. Yet again Aslib was glad to be able to welcome a number of overseas guests and members, including Dr. and Mrs. Lancour and their small daughter from the U.S.A., Drs. and Mrs. van Dijk and Miss Rom from the Netherlands, Mr. M. S. Dandekar and Mr. J. V. Karandikar from India, Miss D. M. Leach from Canada, and Mrs. T. Collin from Norway. Mr. Walter A. Southern, a Fulbright scholar from the U.S.A. affiliated to Aslib during his year's study in the United Kingdom, represented the Special Libraries Association, and Mr. J. E. Holmstrom attended as an observer on behalf of Unesco.

“Remember Kinzua!” is a cry that went up in the 1960s after the Army Corp of Engineers built a dam that flooded one third of the Senecas' Allegany reservation in violation of the oldest U.S.-Indian treaty still in effect. Kinzua Dam became a symbol for Indian activism, but as the years pass and post-Kinzua generations reach adulthood, the cry is losing some of its power. The Native American Program (NAP) of the Syracuse, New York School District decided that students, both Native and non-Native, needed to learn about Kinzua and about collaborative conflict resolution in order to prevent future tragedies like Kinzua from taking place. This article is a reflection on work that we did with the NAP to develop a curriculum to accomplish these ends. In particular, we focus on the use of fully scripted dialogues as an innovative pedagogical tool for teaching Native history and basic conflict resolution skills.

This paper reviews existing research to understand when, how and with what results robotic process automation (RPA) is implemented by organizations.

The authors have identified 84 sources across eight databases and have analyzed them through the lens of a context–intervention–mechanism–outcomes framework (CIMO). The CIMO analysis maps the contextual drivers, intervention approaches and value related outcomes associated with RPA implementation.

The result of the analysis is the identification of four mechanisms explaining the approach organizations take to implement RPA: digitizing business processes, performing knowledge work together with humans, replacing outsourcing with RPA robots and developing a new business model. Therefore, in this paper, in order to reduce RPA literature fragmentation, the authors take into account the digital transformation (DT) perspective, by considering RPA as one example of digital technology.

This study sensitize organizational adopters to the different mechanisms they can deploy to conduct RPA implementations to achieve different desired outcomes in response to different drivers. Moreover, having a clear picture of the key enablers and associated barriers to the realization of these alternative paths serve as a useful map to guide the implementation process.

The findings contribute to DT research by conceptualizing these mechanisms through which organizations deploy automation tools—such as RPA.

A critical assumption of the organizational leadership literature is that leaders want to engage in effective leadership behaviors (Gilbert and Kelloway, 2014). However, leaders may vary in their motivation to be effective in a leadership role, leading to different levels of performance. Drawing on self-determination theory, the authors address the question of what motivates leaders to engage in transformational leadership behaviors (Gilbert et al., 2016). The paper aims to discuss these issues.

The current study examined the effects of self-determined leader motivation for transformational leadership on aggregated follower leadership ratings using a sample of 37 leaders matched with 179 followers in two organizations.

Results show how leaders’ own motivation relates to followers’ perceptions of leader behavior, and specifically that, across contexts, some autonomous levels of leader motivation are positively related to follower perceptions of leaders’ active-constructive leadership and negatively related to follower perceptions of passive avoidant leadership.

The research is limited by a small level-two sample size and cross-sectional design. The results suggest that some forms of leader motivation relate to follower ratings of leadership behavior.

This study is the first to examine how self-determined motivation for transformational leadership predicts follower perceptions of leadership behavior using a multilevel design.