The ability to lead is also strongly affected by prosocial motivation. Individuals who are prosocially motivated have a desire to promote the welfare of others. As a team member, they are willing to put the team’s goals ahead of their own self-interests. The researchers further hypothesized that prosocial motivation would accentuate the curvalinear effects of assertiveness and warmth.

The Study & Findings

The effectiveness of an assertive leader was measured by advice seeking. Those who are frequently targeted for advice are often viewed in a dominant position. They are valued resources for teammates, indicating a greater ability to lead.

The effectiveness of a warm leader was measured by peer liking. Leaders who are well liked by their peers tend to be more socially persuasive and influential. This makes it more likely that people will follow their lead. The researchers proposed five hypotheses:

Hypothesis 1: A moderate level of assertiveness will result in the greatest amount of advice seeking.

Hypothesis 2: A moderate level of warmth will result in the highest level of peer liking.

Hypothesis 3: Prosocial motivation will moderate the inverted U-shaped relationship between assertiveness and advice seeking. That is, individuals who are more extreme in their assertiveness will be increasingly targeted for advice, but only if they are prosocially motivated.

Hypothesis 4: Prosocial motivation will moderate the inverted U-shaped relationship between warmth and peer liking. That is, individuals who are more extreme in their warmth will be more liked, but only if they are prosocially motivated.

Hypothesis 5: Advice seeking and peer liking are positively related to leadership emergence.

Two-hundred and twenty three undergraduate students enrolled in a management course were recruited to participate in the first study. In their class, the students worked in teams of three or four on a variety of exercises such as team-based case analyses and presentations.

At three points throughout the semester, the students were provided with a survey. The first survey, given at the start of the semester, measured assertiveness, warmth and prosocial motivation. The second survey, given six weeks later, asked the participants to rate their advice seeking from, and liking of, each of their teammates. At the 12th week, each student’s leadership emergence was measured based on their peers’ reviews.

For the second study, the researchers recruited participants who worked for a large retail company. Surveys were given to participants at two points in time. The first survey was given at the beginning of the study, where participants provided information on their assertiveness, warmth and prosocial motivation. Three months later, participants rated their advice seeking from, and liking of, each of their coworkers on the second survey.

The findings of both studies supported hypothesis 1 and 2. They found that participants who were moderately assertive and warm were more likely to be the target of advice seeking, and their peers gave them more positive reviews. Hypothesis 4 was also supported. Typically, those extremely high/low in warmth received more negative ratings from their peers. However, if they were prosocially motivated, the ratings were more positive. Lastly, both studies supported hypothesis 5. Participants who were targeted for advice seeking and received positive peer evaluations were more likely to emerge as leaders.

Support for Hypothesis 3 was mixed. Even when highly assertive students were prosocially motivated, their peers were unlikely to seek advice or rate them as a strong leader. In the second study, however, highly assertive employees who were prosocially motivated were sought after for advice and were more likely to emerge as leaders. The mixed findings suggest the effects are likely contextual.

Results applied: emerge as a leader

A takeaway of the study is that it’s possible to have too much of a good thing. To be a great leader, like most things in life, you need to find a balance. Here are a few ways to develop the qualities of a leader, without going overboard.

Be moderately assertive

People who are low in assertiveness are often viewed as lacking in confidence, while the opposite leads people to be perceived as overly aggressive. If you want to emerge as a leader, or simply be viewed as a competent team member, you need to be somewhere in between. Take a moment to examine how assertive you currently are and follow the tips that are right for you.

Remember, you want to be at the very top of the inverted-U shape. Like Goldilocks. Not too high, not too low.