The JUXTAPOSITION OF DRIVE TO ACQUIRE AUTHORITY AND ABILITY TO LEAD IN U.S. BUSINESS MANAGEMENT

Abstract

The current state and future prospect of effective leadership in U.S. business based on behavioral characteristics is examined in this study. Considering leadership style from the paradigm of socioanalytic theory, as opposed to the psychoanalytic postulate, these theorists posit that humans are simultaneously driven by the desire to get ahead, get along and find meaning in life as a function of communal interaction. Existing studies most typically examine these competing drives and competencies amongst business leaders independently when explaining behavioral characteristics. In this research they are examined interdependently, addressing a gap in the literature. The population sample for the study is from one retail company, one hundred and thirty managers, randomly selected by the subject company as participants. This archival data was analyzed to determine the predictive value of personality, characterized by the drive to acquire authority, on trait emotional intelligence. The synthesis of the data suggests that the ability to lead, predicated on emotional intelligence/transformational leadership style, was lower where drive to succeed was higher. A proffered conclusion is that because the drive for power and authority is inherently high amongst business leaders, their default behavior is less likely to include essential levels of emotional intelligence. Testing for emotional intelligence, character, and personality disorders are prescribed for practitioners to not only gauge competencies within the organization but to also avoid high risks of derailment for new management hires. Immersive emotional intelligence training for all leaders, current and future, is recommended.