Self-leadership and Management

Self-leadership theory predicts that specific self-leadership practices will enable individuals to better accomplish their goals. However, little is known about the role that these practices play in conventional leadership (leading or influencing others). This study compares leaders to nonleaders (N = 318) in nonprofits and examines both the extent to which self-leadership practices are employed and the strength of beliefs concerning their importance. Leaders practiced self-goal setting (d = .47) and self-observation (d = .45) more than non-leaders. Non-leaders practiced more self-reward (d = .33) and self-punishment (d = .37) than leaders. The only differences in belief concerning the importance of the self-leadership practices were due to leaders believing self-goal setting (d = .46) and self-observation (d = .36) were more important than non-leaders did. If self-leadership practices contribute to leadership effectiveness or emergence, this study indicates that goal setting and self-observation (monitoring progress toward goals) may contribute positively to the leadership of others whereas self-reward and self-punishment may contribute negatively. Self-leadership may not be as important to the leadership of others as is often claimed or implied. This is the first study to look at how self-leadership practices differ between leaders and non-leaders.

The current study aims to identify the role of institutional context of social behavior and social cognition in employee performance through mediating role of self-leadership development in corporate sector in Pakistan. The main reason for considering self-leadership development as a key booster of employee performance is because of the varying propositions of social cognitive behavior and institutional context of social behavior such as self-efficacy and selfregulation of behavior. The study proposes that higher would be self-leadership development capabilities of an employee if higher is his/her self-efficacy and self-regulation of motivation. Quantitative approach is used in this study. For analysis, the researchers administered 200 research questionnaires in corporate sector in Islamabad and Rawalpindi; companies including were from service, IT, telecom, and manufacturing. A total of 150 completely filled research questionnaires were collected and used for analysis. The study us...

In this mini dissertation, various components of research were explored to help in depicting a typical research problem. The research question was formulated to understand the reasons for reoccurring plant failures which, when not addressed, would lead to load shedding. The research tried to investigate whether there was a relationship/link between periods of plant failures and load shedding during the period 2007 up to 2014.

In this mini dissertation, various components of research were explored to help in depicting a typical research problem. The research question was formulated to understand the reasons for reoccurring plant failures which, when not addressed, would lead to load shedding. The research tried to investigate whether there was a relationship/link between periods of plant failures and load shedding during the period 2007 up to 2014.

The self-leadership construct has received great attention from scholars over the last 40 years due to its capacity to influence personal effectiveness. However, despite strongly influencing individuals’ self-efficacy, performed studies did not determine whether self-leadership is connected, and how, with the Core-Self Evaluation (CSE) trait—a complex personality disposition based on self-efficacy, self-esteem, locus of control, and emotional stability—that has been found impacting decision-making processes within organizations. Moreover, it has not been identified whether individuals with a high level of self-leadership are more prone to be victims of some cognitive biases in decision-making processes, such as the internal attribution of successes and external attribution of failures (i.e., Self-Serving Bias, SSB) that are usually led by the strong belief of individuals in their own capacities. The outlined gaps can be substantiated by the following two research questions: “How is ...

To our Heavenly Father all the glory. His love and mercy gave me the strength and sustained me throughout my studies. It is by His grace I achieved this. I would like to acknowledge and give special thanks to the following individuals for their assistance in this study: • Professor Ebben Van Zyl, my supervisor, for his patience, concise and competent supervision intermingled with kind humaneness. • Dr Luara Griessel and Mr Leon Bezuidenhoud, my co-supervisors, for their patience, guidance and thorough feedback. • Dr Petrus Nel for providing me with statistical analysis. • Ms Motselisi Moeno for her patience guiding me through the final chapters of this paper, thank you so much. • My family and friends for their endless support and encouragement, and for allowing me the opportunity to study while they take a back seat. My dear husband; your love, patience, understanding and sacrifices can not be measured, you are the greatest. • The Ministry of Health and Social Welfare for allowing me to carry out this study in their Ministry, especially the participants. I know how busy your schedules are and I acknowledge and appreciate you taking time to listen to me and filling in the questionnaires. • Lesotho government, for financial support.

King III recommends the use of integrated reporting to report on an organisation's corporate governance practices and triplebottom-line (TBL) performance. This article qualitatively evaluates Eskom's response to their stakeholders' TBL interests and expectations. Eskom's 2012 integrated report did not fully disclose stakeholder management at the rational level, i.e. it did not identify, group, and map its stakeholder groups with their respective TBL interests and expectations. Through content analysis, applying deductive coding on the Eskom 2012 integrated report, it was found that, at a transactional level, the report meaningfully disclosed the utility's Shaun Vorster serves as Extraordinary Associate Professor at the University of Stellenbosch Business School. He previously served as special adviser to the South African Minister of Environmental Affairs and Tourism. In this capacity, he was extensively engaged in international negotiations on climate change. In 2013, he was a finalist for the global MBA Student of the Year Award of the International Association of MBAs. He furthermore holds a doctorate in political science. Christelle Marais is a strategy consultant at a global management consulting firm, where her key areas of interest are sustainability and corporate governance. She holds a master's degree in business administration (MBA, cum laude) from the University of Stellenbosch Business School.

This research examined how composition of individual capabilities within self-managed teams translates into greater effectiveness for multi-team systems (MTS) in which teams are embedded. We investigated how a broad range of self-management competencies by team members aggregate to form a collective construct that influences productivity of a team network. In a semiconductor plant, we surveyed 716 members from 97 self-managed teams in 21 MTS. We found that MTS comprising teams whose members widely practice selfmanagement strategies attain higher productivity gains and that multi-team systems consisting of highly cohesive teams of self-managers are the most productive.

The primary motive behind this study is to examine the relationship among students’ practices of self-leadership strategies, self-efficacy, and performance outcomes levels in the online learning environment. Two hundred and seventeen students, enrolled at a university level in different degree courses at the graduate and postgraduate level, participated in this study. We follow a two-step structural equation modelling approach to assess the relationship between the proposed variables of the model. Results reveal that students with a high level of self-efficacy tend to have more effective performance in uncertain or unpredictable situations. Also, when students show a high level of self-leadership in their online learning, their level of self-efficacy and performance satisfaction has increased. This study contributes to the informal self-leadership emerging research especially in developing young countries. This study also carefully observes and spots the evidence for future research...

Electricity supply in health centres is very imperative; a cut in electricity could lead to the degeneration of a patient's health or result in the death of a patient or may compromise surgical procedures. The essence therefore of this study is to examine the effect of load shedding on community health centres in South Africa. A desktop method was used in gathering information, while it was analysed using a combination of content analysis, narrative analysis and themes analysis. It emphasizes that load shedding has caused a lot of damages ranging from the loss of 150 lives in hospital, to poor sanitation, and to interrupted water supply. In conclusion, the prevailing circumstance of load shedding have crippled the health sector and has resulted in pandemonium in the public health sector leading to social, economic and infrastructural quagmires and negative growth to South Africa.

Kelly and Steven, two managers employed at a manufacturing firm, were having lunch together one Friday. While they were waiting for their sandwiches to arrive, Steven said, "Kelly, I just read a fascinating article about basketball players who imagined making free throws before a game made more foul shots than players who did not mentally rehearse their shots." "I just read something similar", Kelly replied. "In fact, my son's hockey coach mentioned the same thing: He said to imagine making a successful pass or shot every time and to think of each play as a new opportunity. If these techniques of self-talk and mental imagery help athletes improve an athlete's performance, I wonder if they would help me as a manager? I wonder if they can help me deal with the 'tough' stuff? "You know, like when someone is repeatedly late, or starts to shrug responsibility. I know we are supposed to be a team and promote a sense of community and ethical business, but I don't know how. I have a hard time addressing these 'gray areas.' "

Physical inactivity is a global public health problem that poses health risks to individuals and imposes financial burdens on already strained healthcare systems. Wearables that promote regular physical activity and a healthy diet bear great potential to meet these challenges and are increasingly integrated into the healthcare system. However, extant research shows ambivalent results regarding the effectiveness of wearables in improving users’ health behavior. Specifically important is understanding users’ systematic behavior change through wearables. Constructive digitalization of the healthcare system requires a deeper understanding of why some users change their behavior and others do not. Based on self-leadership theory and our analysis of narrative interviews with 50 long-term wearable users, we identify four wearable use patterns that bring about different behavioral outcomes: following, ignoring, combining, and self-leading. Our study contributes to self-leadership theory and...

The purpose of this study is to test the goal theory model originally developed by Locke and Latham in organizational setting in Turkey, and explain its influence on job satisfaction and affective commitment. Also mediating role of task specific strategy and moderating role of selfefficacy are examined. Locke and Latham's goal setting measure is adapted to Turkish. Survey method is employed to collect data from 222 respondents from automotive industry. Goal setting dimensions predicted affective commitment through full mediation of job satisfaction. However task specific strategy did not have significant mediation effect and self-efficacy did not moderate but explained directly. Even though goal setting theory can be used in Turkish setting to measure job satisfaction and affective commitment, factor structure is different than the original and goal clarity is the only core goal variable. Theoretically proposed moderators and mediators are found to have partial effects or no effect at all.

The purpose of this study is to test the goal theory model originally developed by Locke and Latham in organizational setting in Turkey, and explain its influence on job satisfaction and affective commitment. Also mediating role of task specific strategy and moderating role of selfefficacy are examined. Locke and Latham's goal setting measure is adapted to Turkish. Survey method is employed to collect data from 222 respondents from automotive industry. Goal setting dimensions predicted affective commitment through full mediation of job satisfaction. However task specific strategy did not have significant mediation effect and self-efficacy did not moderate but explained directly. Even though goal setting theory can be used in Turkish setting to measure job satisfaction and affective commitment, factor structure is different than the original and goal clarity is the only core goal variable. Theoretically proposed moderators and mediators are found to have partial effects or no effect at all.

Purpose - The purpose of this study is to test the goal theory model originally developed by Locke and Latham in organizational setting in Turkey, and explain its influence on job satisfaction and affective commitment. Also mediating role of task specific strategy and moderating role of self-efficacy are examined. Methodology - Locke and Latham’s goal setting measure is adapted to Turkish. Survey method is employed to collect data from 222 respondents from automotive industry. Findings - Goal setting dimensions predicted affective commitment through full mediation of job satisfaction. However task specific strategy did not have significant mediation effect and self-efficacy did not moderate but explained directly. Conclusion - Even though goal setting theory can be used in Turkish setting to measure job satisfaction and affective commitment, factor structure is different than the original and goal clarity is the only core goal variable. Theoretically proposed moderators and mediator...

Purpose - The purpose of this study is to test the goal theory model originally developed by Locke and Latham in organizational setting in Turkey, and explain its influence on job satisfaction and affective commitment. Also mediating role of task specific strategy and moderating role of self-efficacy are examined. Methodology - Locke and Latham’s goal setting measure is adapted to Turkish. Survey method is employed to collect data from 222 respondents from automotive industry. Findings - Goal setting dimensions predicted affective commitment through full mediation of job satisfaction. However task specific strategy did not have significant mediation effect and self-efficacy did not moderate but explained directly. Conclusion - Even though goal setting theory can be used in Turkish setting to measure job satisfaction and affective commitment, factor structure is different than the original and goal clarity is the only core goal variable. Theoretically proposed moderators and mediator...

The self-leadership construct has received great attention from scholars over the last 40 years due to its capacity to influence personal effectiveness. However, despite strongly influencing individuals' self-efficacy, performed studies did not determine whether self-leadership is connected, and how, with the Core-Self Evaluation (CSE) trait-a complex personality disposition based on self-efficacy, self-esteem, locus of control, and emotional stability-that has been found impacting decision-making processes within organizations. Moreover, it has not been identified whether individuals with a high level of self-leadership are more prone to be victims of some cognitive biases in decision-making processes, such as the internal attribution of successes and external attribution of failures (i.e., Self-Serving Bias, SSB) that are usually led by the strong belief of individuals in their own capacities. The outlined gaps can be substantiated by the following two research questions: "How is self-leadership related with CSE?" and "How does self-leadership influence the attribution of successes/failures?". To answer these questions, the following were identified and analyzed for 93 executives: (i) the tendency in the attribution of successes and failures, (ii) the CSE, and (iii) their self-leadership level. Results show that: (i) a high level of CSE is connected with high levels of self-leadership; (ii) high levels of self-leadership bring individuals to the internal attribution of successes and external attribution of failures. This work reinforces the stream of (the few) studies that considers a high level of CSE and self-leadership as not always being desirable for managerial decision-making processes and consequent performance. This paper aims to enrich the debate concerning the relations between, on the one hand, self-leadership and, on the other hand, personality traits between self-leadership and decision making.

In this paper, the writer will to analyze the drama from John Galsworthy which titled Defeat. The purpose of this is to analyze the characters in the drama. This drama is placed in a war situation and it tells us about a germanian girl who lives alone in an enemy’s country –british. She has suffered from so many pain and struggles in which then resulted her in being defeated as a person. The writer will try to help the readers to understand and to get the idea of the character by discussing and doing in-depth analysis. To help the writer achieve her purpose, she will use characters as her theory to help and close-viweing as her method in analyzing. The writer sincerely hope that the readers will get something and value something from this analysis.
Keywords: defeat, characters, john galsworthy, close-viewing, discussion

The purpose of this research is to investigate whether teachers’ self-leadership behaviors can predict whether they will take initiative behaviors. This research was designed with the relational survey method. Research sample consists of 585 elementary school teachers working in 32 different schools in Istanbul, Turkey. Additionally, the sample was determined with simple random sampling. The data of the research was collected with the Self- Leadership Scale and Taking Initiative Scale for Educational Organizations. The relationship between teachers’ taking initiative behaviors and self-leadership behaviors was tested with Pearson Correlation analysis. Afterwards, multilinear regression analysis was utilized to analyze whether teachers’ self-leadership behaviors predict taking initiative behaviors. According to the research results, it was revealed that teachers use the strategy of focusing the idea on the natural rewards the most, and the strategy of self-punishment the least among self-leadership strategies. Moreover, it was found that teachers enact proactive action the most and self-starting the least among taking initiative behaviors. It emerged that there is a positive and significant relationship between teachers’ taking initiate behaviors and self-leadership behaviors, except for the sub-dimension of self-punishment. It was found that the sub-dimensions of self-leadership significantly predict the sub-dimensions of taking initiative. These results were discussed in the theoretical frameworks of action and self-influence theories. At the end of the research, these suggestions can be offered that in-service trainings on leadership development should be applied in order to foster taking initiatives. Further researchers can analyze the relationship between taking initiative and self-leadership behaviors with qualitative analyze.

Self-leadership is a humanistic approach toward organizational behaviour because it is a prescription governing human activity in organizations. Self-leadership prescribes behavioural and cognitive strategies that is categorised into three such as behaviour focused, natural reward, and constructive thought pattern. According to self-leadership research, individuals who have self-leadership skills tend to improve their performance and thus enhance organisational capability. Based on this foundation, self-leadership is suggested as a mechanism to enhance human capital development and to achieve effective work attitudes and outcomes. However, self-leadership is still an under-researched topic. Hence, this study aimed to examine the relationship between individual and situational characteristics with self-leadership behaviours in academia. The objectives of this study were to investigate and assess the effect of individual traits on self-leadership; to examine whether the relationship between individual traits and self-leadership is moderated by situational characteristics; to address some of the methodological limitations of previous research by investigating the interaction effect between individual and situational factors on self-leadership at two points in time; and to study these relationships in two culturally different samples, comprised of people from different university settings. For Study 1, hierarchical regression was used to analyse the individual characteristics of self-leaders; whereas for Study 2, structural equation modelling (SEM) was used to analyse latent interaction effects. The findings indicate that individual characteristics (i.e., conscientiousness, extraversion, openness to experience, and affective commitment) do indeed predict self-leadership. In addition, perceived stressful environment was found to moderate the relationships between individual traits and self-leadership behaviours. This study employed a rigorous validation technique using SEM and therefore, this study was able to address some of the methodological limitations of previous studies such as common method variance by examining the proposed relationships in a longitudinal setting with two waves.

Given the deep energy crisis that currently engulfs South Africa, which has been attributed to the crisis of electricity supply leadership and perceived weak locus of control among Eskom management and staff, the purpose of this study is to review the self-leadership and internal locus of control literature to identify components of these concepts that could leverage employee job performance and improve electricity service delivery. In the absence of literature that examines the combined effects of self-leadership and internal locus of control, the researchers adopted a theoretical and reflective approach that combined the interpretation of extant literature on isolated effects of these variables on job performance and the researchers' individual perspectives on the matter.

Designing dynamic learning networks (DLN) is a way to enhance personal development programs fostering autonomy and self-responsibility toward the learner’s environment. These networks support cross-fertilization through the interactive confrontation of the learner to his several stakeholders among dimensions of teaching, exploring, implementing and coaching. Through two case studies led under the methodology of action research, this paper will show how collective learning as well as a more focused individual development can take place if the stakeholders are also put into a learning process organized in DLN. Showing how new technologies can support this will conclude this paper.

This study examines the influence of self-leadership strategies on the dimensions of entrepreneurial orientation, creativity, and productivity. It also investigates the psychometric properties of the relatively newly developed self-leadership measurement instrument. The study involves a questionnaire-based survey of employees from a perceived innovative organisation operating in the United Arab Emirates. A total of 255 employees participated in the study. The responses were subject to a serious of factor, correlation and regression analyses using SPSS and structural equation modeling. The findings indicate that the second order factor of self-leadership behavioural-focused strategies has a significant and strong effect on entrepreneurial orientation, which in turn enhances influences on creativity and productivity. Furthermore, the second order factor of self-leadership natural reward strategies has no effect on entrepreneurial orientation, suggesting that strategies that seek work activities which are pleasant and enjoyable neither affect the dimensions of entrepreneurial orientation, nor the dimensions of creativity and productivity. Results also showed that self-leadership behavioural-focused strategies accounted for 51% of the variance in entrepreneurial orientation, and 40% and 52% of the variance in creativity and productivity, respectively. The findings also showed that entrepreneurial orientation impacts significantly the dimensions of creativity and productivity. In conclusion, the findings clearly suggest that organisations should train and/or hire those employees who encompass strategies that are intended to strengthen positive, desirable behaviours, such as self-goal setting, self-observation, self-reward, self-punishment, and self-practice, if they wish to maintain and/or increase innovativeness, pro-activeness, creativity, and productivity. Directions for future research and practical implications for leadership and business approaches are discussed.

The aim of this study is to examine the relations of ethical leadership among the organizational trust, affective commitment and job satisfaction. For this aim, firstly, the ethical leadership, secondly organizational trust, thirdly affective commitment and, finally, the job satisfaction are explained. In the application
part, a questionnaire including the measures of the ethical leadership, organizational trust, affective commitment and job satisfaction is distributed to employees of one of the leading private universities in Turkey and the data were assessed by statistical analysis methods. Finally, it is found that there is a positive relationship among ethical leadership, organizational trust, affective commitment and the job satisfaction