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Leaders engaged in self-leadership: Can followers tell the difference?

机译：从事自我领导的领导者：追随者能否说出区别？

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摘要

Manz (1983, 1986) proposed a model in which use of strategies of self-leadership refine and focus individual work related cognitive processes and causal reasoning, leading to improved work behaviors. Organizational leaders who make greater use of self-leadership strategies should more frequently exhibit behaviors associated with effective leadership. In this study, we examined the relationships between a leader's use of three self-leadership strategies (behavior-focused, natural reward, and constructive thought) and leader behaviors using data provided by 75 leaders and 225 of their followers working within a non-profit organization. Our analysis showed that a leader's behavior-focused self-leadership strategies were related to three of the five leadership behaviors comprising a model of effective leadership. Constructive thought and natural reward self-leadership efforts were significantly related to leader behaviors only for leaders with high levels of internal locus of control. From a practical standpoint, the small effects experienced by followers suggest the impact of the use of self-leadership strategies on the behaviors of leaders may be limited and depend on the individual characteristics of the leader.
机译：Manz（1983，1986）提出了一个模型，在该模型中，自我领导策略的使用完善并集中了与个人工作相关的认知过程和因果推理，从而改善了工作行为。充分利用自我领导策略的组织领导者应更频繁地展示与有效领导相关的行为。在这项研究中，我们使用了75位领导者和225位在非营利组织中工作的跟随者提供的数据，研究了领导者使用三种自我领导策略（以行为为导向，自然奖励和建设性思维）与领导者行为之间的关系。组织。我们的分析表明，领导者以行为为中心的自我领导策略与构成有效领导模型的五种领导行为中的三种有关。建设性思想和自然奖励的自我领导努力仅与内部控制水平较高的领导者密切相关。从实践的角度来看，追随者经历的微小影响表明，使用自我领导策略对领导者行为的影响可能是有限的，并取决于领导者的个人特征。

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