Leading from the inside out: a meta-analysis of how, when, and why self-leadership affects individual outcomes (original) (raw)
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Journal of Managerial Psychology, 2006
Purpose -The purpose of this paper is to provide a thorough review of self-leadership literature past and present, including a historical overview of how the concept was created and expanded as well as a detailed look at more recent self-leadership research trends and directions. The paper also presents a theoretical and conceptual explanation and differentiation of the self-leadership concept relative to other related motivational, personality, and self-influence constructs. Design/methodology/approach -Self-leadership research and related literatures of motivation, personality and self-influence are discussed and described in order to present the current state of the self-leadership body of knowledge and to suggest future directions to explore and study. Findings -It is suggested that self-leadership is a normative model of self-influence that operates within the framework of more descriptive and deductive theories such as self-regulation and social cognitive theory. Research limitations/implications -While self-leadership research composes an impressive body of knowledge, it is a domain of study that has been under-investigated in some aspects, both empirically and conceptually. Practical implications -This paper suggests several future directions that researchers can undertake to advance self-leadership knowledge. Originality/value -This paper fills a void in the organizational literature by reviewing the body of self-leadership knowledge, by stating how self-leadership is a distinctive theory in its own, and by presenting directions for future self-leadership research.
Self-Leadership and Its Application to Today’s Leader - a Review of Literature
Strategic Journal of Business & Change Management
This article attempted to delineate the centrality of self-leadership in defining the success or failure of today's leader given that the way leaders conduct themselves at the individual level is a key predictor of the policies and blueprints that organizations pursue. Through a systematic review of literature, this paper established that self-leadership is indispensable practice that can enable leaders in the contemporary business environment to manage change in the most efficient, effective, and sustainable way. By the virtue of the leader influencing their actions, feeling, and thinking towards their objectives, this paper portended that today's leader can transform group thinking towards the realization of the set organizational goals. Summary of current evidence provided a snapshot of existing patterns and trends on the essentials of selfleadership. By adopting an evidence-based approach, the paper deliberately gathered existing evidence on how self-leadership can enhance good private and public management. This review portended that organizations and most governments across the world have not been able to achieve the set goals due to weak foundation of self-leadership. Accordingly, this paper underscored the centrality of incorporating the component of self-leadership into leadership practices. Self-leadership will enhance self-awareness, selfconfidence and good governance since the practice of intentionally influencing others by encouraging, motivating, guiding, and inspiring will change organizational thinking towards a positive path.
Self-Leadership: A Multilevel Review
Journal of Management, 2011
Over the past 30 years substantial research has focused on the concept of self-leadership. The authors adopt a multilevel perspective to review this research at both individual and team levels of analysis. At the individual level, studies consistently show that increased self-leadership corresponds with better affective responses and improved work performance. Findings are not as consistent at the team level. Relationships between team-level self-leadership and both affective and performance outcomes appear to be moderated by contextual factors. The authors also identify internal and external forces that influence self-leadership. Among these forces, external leadership is particularly important, as self-leadership is not a complete substitute for external leadership. Specifically, external leadership in the forms of empowering leadership and shared leadership facilitate self-leadership of individuals and teams. The authors also identify a number of cross-level research questions that illustrate how future research can benefit from exploring ways that self-leadership at the individual level interacts with self-leadership at the team level.
Work in Progress: Evaluating and Providing Solutions for Self-Leadership
International Public Management Review, 2013
The basic principle of team leadership within an organization is self-leadership. This is because leadership of the self within a team is so important. Self leadership can be defined as self-knowing, self-awareness, self-management and self-discipline: each of these components assists in the implementation of leadership within the organization. The goal of this paper is to analyze the components of self-leadership. This study is applicative in its goals, and statistical in implementation. All of the personnel of Payam Noor University- Kangavar branch in 2011-2012 were chosen as the statistical branch. 44 of 55 people were chosen as the sample size. A self-leadership questionnaire with 18 questions and reliability coefficient of 70% was used to collect data. Further data analysis was conducted with using a T-test; the research demonstrated that there is a significant correlation between the self-leadership components of Payam Noor University personnel.
The Abbreviated Self-Leadership Questionnaire (ASLQ): A More Concise Measure of Self-Leadership
International Journal of Leadership Studies
This research develops and validates an abbreviated version of the 35-item Revised Self-Leadership Questionnaire (RSLQ), as developed by Houghton & Neck (2002). Using six major dimensions from the RSLQ, and a sample of undergraduate students, we used an exploratory factor analysis (EFA) to identify three factors believed to embody the RSLQ. The EFA produced a nine-item scale. This shortened survey was administered to a United States government agency workforce. A confirmatory factor analysis was performed using these nine items to validate our proposed Abbreviated Self-Leadership Questionnaire (ASLQ). Our analyses suggest that the nine-item ALSQ is a reliable and valid measure that inherits the nomological network of associations from the original version of the RSLQ. "Times of upheaval require not just more leadership but more leaders. People at all organizational levels, whether anointed or self-appointed, must be empowered to share leadership responsibilities."-Rosabeth Moss Kanter he nature of leadership is changing in today's dynamic and fast-paced organizations. The top-down, bureaucratic leadership approaches of the bygone industrial era no longer make sense in a knowledge-based world marked by complexity and instability (Uhl-Bien & Marion, 2009; Uhl-Bien, Marion, & McKelvey, 2007). In these present times of economic uncertainty and fierce competition, many firms are shifting away from a traditional top-heavy leadership paradigm to embrace a new model of leadership that involves empowering employees T
Journal of Managerial Psychology, 2002
Despite the popularity and potential of self-leadership strategies in modern organizations, no acceptably valid and reliable self-leadership assessment scale has heretofore been developed. The present study tests the reliability and construct validity of a revised selfleadership measurement scale created on the basis of existing measures of self-leadership. Results from an exploratory factor analysis (EFA) demonstrate significantly better reliability and factor stability for the revised scale in comparison to existing instruments. Further, results from a confirmatory factor analysis (CFA) utilizing structural equation modeling techniques demonstrate superior fit for a higher order factor model of self-leadership, thus providing evidence that the revised scale is measuring self-leadership in a way that is harmonious with selfleadership theory. Based on these results, the revised scale appears to be a reasonably reliable and valid instrument for the measurement of self-leadership skills, behaviors, and cognitions. Implications for future empirical self-leadership research are discussed.
Investigation of College Students’ Capability of Self-Leadership
2018
Self-leadership means, in a common sense, “the process of leading one’s self with the achievements of individual and organizational success for gaining self- motivation.” Self-leadership is also a concept that is linked and nested with one’s self- motivating efforts. Self-leadership forms the basis of participative leadership as a type of leadership closely associated with the perception of gaining benefits from oneself. So primarily people should be able to lead themselves and, later on, they must be able to share the process with other individuals. Researchers seem to have adopted three self-leading strategies including behavior- oriented, natural reward, and creative idea model strategies. In the present study, private and public sector employees of different fields of operation were evaluated applying self-leadership scales. The objective of the study is to compare the self-leadership abilities of students from various university departments. In the study, factors affecting self...
Journal of Managerial Psychology, 2004
This study examined the relationship between self-leadership and personality through an analysis and comparison of hierarchical factor structures. More specifically, this study examined the relationships between the self-leadership dimensions of behavior-focused strategies, natural reward strategies, and constructive thought strategies, and the personality dimensions of extraversion, emotional stability, and conscientiousness. The results of the study provide evidence that the self-leadership dimensions are distinct from, yet related to, the specified personality traits.
European Journal of Work and Organizational Psychology, 2012
It has often been proposed that one must lead oneself before being able to lead others (e.g., Drucker, 1999; Manz & Sims, 1991; Pearce, 2007). In two studies, we empirically investigated associations among self-leadership (with subfacets) and the full range leadership model (transformational, transactional, laissez-faire leadership) in N = 447 professionals with leadership experience (Study 1) and N = 35 leaders with N = 151 followers (Study 2). In both studies, leaders' self-leadership was positively associated with active styles of leading (transformational and transactional leadership) and negatively with passive styles of leading (laissez-faire leadership), as indicated by self- and follower-reports. These relationships remained even after controlling for sex, age, and leadership experience. Overall, data support the notion that effectively leading oneself is associated with effectively leading others.