Learning to self‐lead: Examining self‐leadership strategies, personality traits and learning attainment

This study examined self‐leadership, an integrative concept in organisational behaviour and psychology, that represents a person's ability to manage themselves and improve their own performance through a combination of behavioural, cognitive and motivational strategies, in the context of learni...

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Bibliographic Details
Published inApplied psychology Vol. 72; no. 3; pp. 1324 - 1338
Main Authors Woods, Stephen A., Napiersky, Uwe, Rivkin, Wladislaw
Format Journal Article
LanguageEnglish
Published Oxford Blackwell Publishing Ltd 01.07.2023
Subjects
Cognitive-behavioral factors
Intervention
Leadership
Learning
learning and development
learning outcomes
Organizational behavior
Personality
Personality traits
positive psychological resources
Psychology
self‐leadership
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Summary:This study examined self‐leadership, an integrative concept in organisational behaviour and psychology, that represents a person's ability to manage themselves and improve their own performance through a combination of behavioural, cognitive and motivational strategies, in the context of learning and development outcomes. Change in three aspects of self‐leadership (termed the Doing‐self, Thinking‐self and Energising‐self) following a short development intervention was examined in a sample of management school students in a pre‐intervention and postintervention design. The study also expanded upon the role of personality traits in moderating self‐leadership change. The data additionally provide evidence of the association of self‐leadership with learning attainment. The findings of this study underline the potential benefits of self‐leadership learning and development. Implications for theory and practice in organisations are discussed.
ISSN:0269-994X
1464-0597
DOI:10.1111/apps.12422