Two decades of self‐leadership theory and research: Past developments, present trends, and future possibilities

By Christopher P. Neck, Jeffery D. Houghton. 2006

755 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/12c6088355cc68eb2d3a9c2283d2d9bcf7391e96

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Linking leadership empowerment behavior to employee attitudes and behavioral intentions: testing the mediating role of psychological empowerment (2011, background): “The self-leadership concept was first introduced in 1983 and stressed the importance of self-influence processes to help people achieve self-direction and self-motivation enabling them to perform their jobs ( Neck and Houghton, 2006”
Self-Leadership: A Multilevel Review (2011, methodology): “Specifically, cognitive self-leadership advocates that individuals can adopt “natural reward strategies” (Neck & Houghton, 2006) to motivate themselves by embedding tasks with intrinsic rewards.”
Ethical Leadership and Followers’ Moral Judgment: The Role of Followers’ Perceived Accountability and Self-leadership (2014, background): “However, active reasoning is required to apply self-leadership focused on ethics (Neck and Houghton 2006; Stewart et al. 2011).”
Effective Stress Management (2012, background): “Self-leadership is the process of influencing oneself to establish the self-direction and self-motivation needed for effective performance (Manz, 1986; Neck & Houghton, 2006; Neck & Manz, 2010).”
Self-Leadership: A Process for Entrepreneurial Success (2007, background): “This article will begin with a brief overview of the self-leadership research (see Neck & Houghton, 2006, for an extensive research review and discussion of selfleadership) and then proceed to discuss how recent research on individual differences can extend our understanding of self-leadership…”
Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-faire leadership (2013, background): “…a core component of self-leadership, have adaptive behaviour-focused strategies at hand to reduce discrepancies between a current and prospective state (Bass & Bass, 2008; Neck & Houghton, 2006) and thus become more effective in goal pursuit (Ashford & Tsui, 1991; Day, 2000; Tsui & Ashford, 1994).”
Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, background): “Beyond the classic definitions of self-leadership and its facets (e.g., Manz, 1986; Neck & Houghton, 2006), a few scales were added by Martinsen (2009).”
Employee adaptive performance and job satisfaction during organizational crisis: the role of self-leadership (2018, methodology): “As stressed by Neck and Houghton (2006), self-leadership regards the intentional implementation of psychological strategies (e.g., goal setting; performance expectancies) that are purpose driven and are designed to improve the self-regulation process by means of setting superordinate standards…”
Self-leadership in organizational teams: A multilevel analysis of moderators and mediators (2009, methodology): “Although the self-leadership questionnaire has shown good reliability and validity in past research (Houghton & Neck, 2002; Neck & Houghton, 2006), the ‘‘natural rewards’’ subscale displayed low reliability in the past.”
The what, why, and how of spirituality in the workplace revisited: a 14-year update and extension (2016, background): “Self-leadership is a process involving specific sets of behavioral and cognitive strategies that individuals can use to shape their behavior and thought processes to more effectively influence themselves (Manz 1986; Neck and Houghton 2006; Stewart, Courtright, and Manz 2011).”