Self Leaderships

Emerging Leadership Journeys, Vol. 1 Iss. 2, 2008, pp. 43-61
© 2008 School of Global Leadership & Entrepreneurship, Regent University
ISSN 1930-806X, [e-mail]
An Examination of Self-Leadership
Sharon E. Norris
Regent University
The increased competition that some organizations face requires change from traditional management to shared leadership. Employees who possess personal attributes such as need for autonomy and general self-efficacy may be more likely to take responsibility and work effectively in empowered environments. These employees may also be more likely to make efforts to improve their individual performance, such as making use of self-leadership strategies.
This study examines individual differences that may influence the use of self-leadership strategies. The results of the study show a positive significant relationship between general selfefficacy and use of natural reward, constructive thought, and general self-leadership skills. The study finds women are more likely than men to use behavior-focused, natural reward, constructive thought, and general self-leadership skills.
The increased competition that some organizations face requires a change from traditional management of employees with command-and-control leadership to shared leadership among employees in the organization (Arnold, Arad, Rhoades, & Drasgow, 2000; Pearce, 2007). Rather than top-down structures where leaders make decisions, some contemporary organizations need employees to take more responsibility and participate in decision making (Costello, Brunner &
Hasty, 2002). These changing conditions require leaders who are capable of helping employees become self-leaders and followers with interest in sharing leadership responsibility (Stewart,
Manz & Sims, 1999).
Employees who possess personal attributes such as need for autonomy and general selfefficacy may be more likely to take responsibility, participate in decision making, and practice

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