part of a prestigious company. On the other hand, those with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement. Intrinsic Process Motivation, Instrumental Motivation, Self-Concept-External Motivation, Self-Concept-Internal Motivation, Goal Internalization Motivation are five types of deep motivation (Barbuto & Scholl, 1998; Leonard, Beauvais & Scholl, 1999). The definition and effect of the five sources motivation are as follows.
The first motivation is Intrinsic Process Motivation. This motive also has been articulated as intrinsic motivation to obtain task pleasure (Deci, 1975) and intrinsic task motivation devoid of external controls or rewards (Staw, 1976). Intrinsically motivated leaders find enjoyment and pleasure in the work they do (Barbuto, Fritz, & Mam, 2002). The leaders' enjoyment of their work environment could inspire the followers to emulate the leaders' behavior and incorporate enjoyment with work (Avolio, Waldman, & Einstein, 1 988). Past researchers (Deci, 1975; Katz & Kahn, 1978; Staw, 1976) have used the term intrinsic motivation to represent personal satisfaction derived from achievement of goals or tasks. If people are motivated to perform certain kinds of work or to engage in certain types of behavior for the interest of it, then intrinsic process motivation is occurring. For this source of motivation, the work itself acts as the incentive because workers enjoy what they are doing.
The second motivation is Instrumental Motivation. Instrumental motivation is the motive derives from tangible external rewards (Deci, 1975; Katz & Kahn, 1978; Staw, 1976). This type of motivation is characterized by optimizing self-interests, but with the recognition that everything or want has its tangible price. Instrumentally motivated leaders see the value in a reward system for employees (Barbuto, Fritz, & Mam, 2002). Instrumental rewards motivate individuals when they perceive their behavior will lead to certain extrinsic tangible outcomes, such as pay, promotions, bonuses, etc. (Kelman, 1958). By contrast, similar instrumental motives have been described by need theorists as a need for power (Murray, 1964; McClelland, 1961), a need for safety (Maslow, 1954), or late stages of existence needs (Alderfer, 1969).
Other than that, Self-Concept-External Motivation tends to be externally based when individuals are directed by others and seek affirmation of traits, competencies, and values from external perceptions. This source of motivation resembles social identity theory, in which the focus is on establishing and maintaining social reference and standing (Ashforth & Mael, 1989). Self-concept-external motivation helps employees seeking 'membership and seniority in organizations,' 'approval from leaders,' and 'approval from groups'.
Apart from Self-Concept-External Motivation, Self-Concept-Internal Motivation has been described as 'intrinsic motivation to overcome challenges' (Deci, 1975) and 'intrinsic motivation to pursue personal achievement' (Staw, 1976). The individuals set internal standards for traits, competencies, and values that become the basis for their ideal selves (Leonard, Beauvais, & Scholl, 1999). Kahn (1978) describe a motive similar to internalized motivation as 'self-expression derived from role performance.'
A leader who is inspired by self-concept-interna
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