Journal article
Self-Leadership: A Multilevel Review
Journal of management, Vol.37(1), pp.185-222
01/01/2011
DOI: 10.1177/0149206310383911
Abstract
Over the past 30 years substantial research has focused on the concept of self-leadership. The authors adopt a multilevel perspective to review this research at both individual and team levels of analysis. At the individual level, studies consistently show that increased self-leadership corresponds with better affective responses and improved work performance. Findings are not as consistent at the team level. Relationships between team-level self-leadership and both affective and performance outcomes appear to be moderated by contextual factors. The authors also identify internal and external forces that influence self-leadership. Among these forces, external leadership is particularly important, as self-leadership is not a complete substitute for external leadership. Specifically, external leadership in the forms of empowering leadership and shared leadership facilitate self-leadership of individuals and teams. The authors also identify a number of cross-level research questions that illustrate how future research can benefit from exploring ways that self-leadership at the individual level interacts with self-leadership at the team level.
Details
- Title: Subtitle
- Self-Leadership: A Multilevel Review
- Creators
- Greg L. Stewart - University of IowaStephen H. Courtright - University of IowaCharles C. Manz - University of Massachusetts Amherst
- Resource Type
- Journal article
- Publication Details
- Journal of management, Vol.37(1), pp.185-222
- Publisher
- Sage
- DOI
- 10.1177/0149206310383911
- ISSN
- 0149-2063
- eISSN
- 1557-1211
- Number of pages
- 38
- Language
- English
- Date published
- 01/01/2011
- Academic Unit
- Management and Entrepreneurship
- Record Identifier
- 9984380383302771
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