Article1986

Self-Leadership: Toward an Expanded Theory of Self-Influence Processes in Organizations

1,065 citations0/0 files storedAcademy of Management Review

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Job Satisfaction and Organizational Behavior Leadership and Management in Organizations Behavioral Health and Interventions

Abstract

The considerable attention devoted to individual self-influence processes in organizations has been limited to scope, focusing primarily on self-management that facilitates behaviors that are not naturally motivating and that meet externally anchored standards. In this paper, individual self-control systems are viewed as the central control mechanisms within organizations. An expanded “self-leadership” view is developed that includes (a) self-imposed strategies for managing performance of tasks of low intrinsic motivational potential and (b) self-influence that capitalizes on the “natural”/intrinsic motivational value of task activity. Implications for theory and practice are addressed.

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References

1977Self-efficacy: Toward a unifying theory of behavioral change.1977Self-efficacy: Toward a unifying theory of behavioral change.1978Social Learning Theory.1982Self-efficacy mechanism in human agency.1977Handbook of Industrial and Organizational Psychology.1984Research in Organizational Behavior 1975Development of the Job Diagnostic Survey.1988SCRIPTS, PLANS, GOALS, AND UNDERSTANDING

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1993Application of cognitive, skill-based, and affective theories of learning outcomes to new methods of training evaluation.1987Leading Workers to Lead Themselves: The External Leadership of Self- Managing Work Teams 2006Two decades of self‐leadership theory and research 2012Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership.2010Exploring social constructions of followership: A qualitative study 2002The revised self‐leadership questionnaire

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