Taking the Self-Leadership High Road: Smooth Surface or Potholes Ahead?

Abstract

Some might question the relevance or value of what we know about self-leadership given recent business and societal contexts that seem to discourage personal responsibility and even reward destructive behavior. This article is intended to help expand our thinking via a journey along a “self-leadership high road.” After reviewing what we already know about self-leadership, this paper goes on to investigate ways that research and practice might move to a higher level. The concept of higher-level self-leadership (supported by the metaphor of a self-leadership high road) is addressed in terms of the degree to which self-influence processes are characterized by authenticity, responsibility, and increasing capacity. Authenticity encompasses the significance of addressing higher-level standards (e.g., considering the why and what of self-influence beyond the how). Responsibility is viewed in a way that is consistent with commonly understood elements of corporate social responsibility. Capacity centers on the expansion of self-leadership potential, which can bolster results reflecting authentic and responsible ends. Specific facets of higher-level self-leadership that are discussed include the pursuit of virtue, collaboration as a self-leadership strategy, and self-influence of emotions. In addition, the paper addresses health and fitness, elements of the physical environment (e.g., colors, scents, music, and sounds), and failure.

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