How are Leadership Self-Efficacy, Leadership Self-Identity, and Leadership Style Related to Motivation to Lead in Newly Qualified Clinical Psychologists?

Background: A newly qualified clinical psychologist (NQCP) can be defined as having completed clinical training within the last two years. NQCP’s enter the workforce, typically the NHS, with specific expectations to engage in leadership activities and roles. The present study aims to address three gaps within the literature through the exploration of how self-efficacy, self-identity, and leadership style are related to motivation to lead in newly qualified clinical psychologists in the UK. This study hopes to have wider implications for the training and development of both trainee and newly qualified clinical psychologists. Methods: A cross-sectional online survey design was used, where data from 68 NQCP’s were analysed. Participants provided demographic information which included gender, age, ethnicity, service type, area of work, and perceived leadership behaviours. Standardised measures were utilised to investigate the study variables, these included leadership style, leadership self-efficacy, leadership self-identity, and motivation to lead. Results: Forced-entry multiple regression was used to assess the relationship between leadership style (transformational, transactional, passive/avoidant), leadership self-efficacy, leadership self-identity, and motivation to lead. Descriptive statistics were used to assess any similarities and differences in the study variables in relation to the demographic characteristics. There were significant positive relationships between motivation to lead and three of the predictors: transformational leadership style, leadership self-efficacy, and leadership selfidentity. A significant negative relationship was found between motivation to lead and passive/avoidant leadership style. Regression analysis found the model was a significant predictor of scores on the motivation to lead measure, F(5, 62) = 8.93, p [5] < .001). The remainder of the predictor variables did not significantly contribute to the model. Discussion: The findings of this study suggest that transformational leadership style and leadership self-identity are associated with, and predictive of, motivation to lead. The present study findings also highlighted that NQCP’s had reduced belief in their perceived capabilities to attain effective performance across their various leadership roles (leadership self-efficacy), when compared to normative data. The study had a number of methodological strengths and limitations, in addition to clinical implications for clinical training and practice.