The Impact of Self-Leadership on Performance: A self-leadership intervention evaluation

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dc.contributor.advisor Cooper-Thomas, H en Scholey, Jeanine en 2017-08-04T00:19:18Z en 2017 en
dc.identifier.uri en
dc.description Full text is available to authenticated members of The University of Auckland only. en
dc.description.abstract Self-leadership is a process of self-influence to achieve the self-motivation and selfdirection needed to perform. This longitudinal study set out to determine the impact of a selfleadership training intervention on self-leadership and on performance. There is little published intervention research, few of these focus on self-leadership and within these only two out of the five are within organisational settings. This study was set within an accounting firm with access to productivity, a more objective performance measure. Productivity, defined as the amount of time spent on client work, was collected on twelve occasions. Self-leadership was measured on three occasions: two weeks prior to attending self-leadership training (n = 64); two weeks after (n = 30) and six weeks after the training (n = 21). Each measure included the nine self-leadership strategies, total self-leadership and qualitative questions. Results from multilevel modeling indicated some strategies significantly increased following the training including self-goal setting, self-observation, self-reward, natural reward, visualising and total self-leadership. Analyses of qualitative data supported these findings. The strategies that did not improve following the training included selfpunishment, self-cueing, beliefs and assumptions and self-talk. The impact of self-leadership on performance was less well supported with only one self-leadership strategy – self-cueing – being positively and significantly related to productivity. That is, eight out of nine self-leadership strategies and the total-self leadership score were not significantly related to performance. This is inconsistent with literature and the majority of research that links self-leadership to a number of positive outcomes. Although there is scant research, few studies are set within organisations and only one other study examines self-leadership strategies separately. This calls for further investigation as to how self-leadership strategies work together and how individuals may be enabled to increase their self-leadership within organisations. Overall, these results indicate that a training intervention can develop self-leadership skills and that a relatively simple strategy – self-cueing – can improve performance. en
dc.publisher ResearchSpace@Auckland en
dc.relation.ispartof Masters Thesis - University of Auckland en
dc.relation.isreferencedby UoA99264921990902091 en
dc.rights Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. en
dc.rights Restricted Item. Available to authenticated members of The University of Auckland. en
dc.rights.uri en
dc.title The Impact of Self-Leadership on Performance: A self-leadership intervention evaluation en
dc.type Thesis en Psychology en The University of Auckland en Masters en
dc.rights.holder Copyright: The author en
pubs.elements-id 644491 en
pubs.record-created-at-source-date 2017-08-04 en

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