Bewusste und unbewusste Motive in der Führung und ihre Wirkung auf Erwartungen an Mitarbeitende. Eine qualitative Untersuchung auf Basis der PSI-Theorie

Abstract

This article examines how both conscious and unconscious motives of leaders influence their expectations toward employees. While previous research has primarily focused on observable behavior and consciously articulated beliefs, this study specifically considers deeper, implicit motivational structures. The theoretical framework is Julius Kuhl’s PSI theory, which distinguishes four fundamental motives. Data were collected using selected modules of the TOP 120° assessment (MUT and OMT). The analysis of additional expert interviews reveals that conscious motives have a strong influence on the expectations leaders formulate. At the same time, unconscious motives also play a role, particularly when the strength of the unconscious motive significantly exceeds the conscious one. In addition to motives, personal experiences, social norms, and organizational structures also shape leaders’ expectations. These findings highlight the importance of reflecting on one’s own motives and their influence on leadership behavior. Targeted use of motive diagnostics can support self-reflection and, when combined with practical formats such as coaching or workshops, contribute to a more transparent communication of expectations.