heightened follower self-confidence, generalized self-efficacy and self-worth, strong follower self-engagement in the pursuit of the collective vision and in contributing to the collective, and strong follower identification with the collective and the collective vision. We refer to these psychological reactions of followers as the value based motive syndrome .
2. The behavioral effects of the value based motive syndrome will be heightened commitment to the collective as manifested by follower willingness to exert effort above and beyond normal position or role requirements, follower self-sacrifice in the interest of the vision and the collective, and increased collective social cohesion and organizational collaboration. We refer to these effects as the value based follower commitment syndrome. While the value based motive syndrome described in proposition one is not directly observable, the behaviors of the value based follower commitment syndrome are.
Propositions Concerning Leader Attributes
3. Self-confidence and a strong conviction in the moral correctness of one's beliefs will be predictive of proactive leadership. This proposition is a slight modification of proposition three of the 1976 Theory of Charismatic Leadership. This proposition has been supported by Smith (1982), House et al. (1991), and Howell and Higgins (1991).
4. Strong leader concern for the morally responsible exercise of power will be predictive of constructive, collectively oriented exercise of social influence by leaders and predictive of the value based motive and follower commitment syndromes specified in propositions 1 and 2 above.
5. Power motivation coupled with a strong concern for the morally responsible exercise of power will be predictive of the constructive, collective-oriented exercise of social influence by leaders.
6. Power motivation, unconstrained by a strong concern for the moral exercise of power, will be predictive of impetuously aggressive and self-aggrandizing exercise of social influence.
7. Power motivation, in conjunction with a strong concern for the moral exercise of power, will be predictive of effective leadership when the role demands of leaders require substantial delegation of authority and responsibility and the exercise of social influence.
8. Power motivation, unconstrained by a strong concern for the moral exercise of power, will be predictive of effective leadership when the role demands of leaders require strong individual competitiveness, aggressiveness, manipulative and exploitive behavior, or the exercise of substantial political influence.
9. Affiliative motivation will be predictive of non-assertive leadership, close relationships with a small subgroup of followers, partiality toward this subgroup, and ineffective leadership.
10. The leader motive profile will be predictive of proactive leadership and leader effectiveness when the role demands of leaders require substantial delegation of authority and responsibility and the exercise of social influence.
11. Achievement motivation will be predictive of effective leader performance in entrepreneurial contexts and for small task-oriented groups in which members have direct interaction with the leader.
12. Achievement motivation will be predictive of ineffective leader performance for the leadership of organizations in which the role demands of leaders require substantial delegation of authority and responsibility and the exercise of substantial social influence.
Propositions four through twelve are derived from the motivation theories reviewed earlier.
Propositions Concerning Specific Leader Behaviors
13. Leader behaviors intended to enhance followers cognitive abilities will increase follower and overall organizational performance when such behaviors complement formal organizational practices and the informal social system by providing direction, clarification, feedback, encouragement, support, and motivational incentives to subordinates which are not otherwise provided.
14. When leader behaviors intended to enhance followers cognitive abilities are redundant with formal organizational practices and the informal social system they will be viewed as excessively controlling, will cause follower dissatisfaction, and will be resented and resisted.
15. To be accepted by followers, it is necessary for leaders to be perceived by followers as acting in the interest of the collective and the followers, to be perceived as fair and trustworthy in their interactions with followers, and to be perceived as not self-aggrandizing.
16. Leader support behavior will be predictive of low follower stress, trust in by followers, and follower satisfaction with their relationships with leaders.
17. Leader contingent recognition and approval will be predictive of follower role clarity, follower perceptions of leaders as fair, and heightened follower satisfaction and motivation.
18. Directive leader behavior will result in follower role clarification but will be dysfunctional when followers prefer to exercise independent actions and initiative, are highly involved in their work, and/or perceive themselves as having requisite knowledge and skills for effective task performance.
19. Participative leader behavior will result in follower role clarification and will be functional when followers prefer to exercise independent actions and initiative, are highly involved in their work, and/or when followers perceive themselves as having requisite knowledge and skills for effective task performance.
20. Leader fairness behavior will be predictive of follower acceptance of leaders, and the leader's vision and values.
21. Perceived lack of fairness will result in follower resentment and resistance to the leaders vision and directions. These propositions are based on equity theory of motivation.
Propositions 13 through 21 are based on the 1996 version of Path Goal Theory of leadership (House, 1996).
22.