Thought self-leadership: the impact of mental strategies training on employee cognition, behavior, and affect

Abstract

Thought self-leadership involves employee self-influence through cognitive strategies that focus on individual self-dialogue, mental imagery, beliefs and assumptions, and thought patterns. A training intervention-based field study with a control group was undertaken to empirically examine the applicability of thought self-leadership in an organizational setting (of bankruptcy financial status), and the potential for cognitions to be self-controlled. Results suggested that individuals who received the thought self-leadership training experienced increased mental performance, positive affect (enthusiasm), job satisfaction, and decreased negative affect (nervousness) relative to those not receiving the training. Additionally, the trainees reported a strong and positive reaction to the training. Finally, those who received the training experienced enhanced perceptions of self-efficacy and more optimistic perceptions of the organization's bankruptcy condition than those not receiving the training.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 401 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.