ABSTRACT
The study of motivation and that of leadership progressed relatively independently of one another for decades during the rst half of the twentieth century. More recently, however, an intersection of these areas formed and has been expanding at an increasingly rapid rate, as researchers-especially those in the area of leadershiphave specically emphasized the linkage between the two topics. For example, the path-goal theory connected leader behavior to subordinate satisfaction and effort through an expectancy model of follower motivation (House, 1971; House & Dessler, 1974). Additionally, scholars who have investigated the emerging and related topics of transformational and charismatic leadership have, in many cases, discussed motivational constructs as central components in their frameworks (e.g., Bass, 1985, 1990, Shamir, House, & Arthur, 1993). In fact transformational leadership has been explicitly dened in terms of the motivational effects that it has on followers (Bass, 1985).
