Learning to self-lead: Examining self-leadership strategies, personality traits and learning attainment

Abstract

This study examined self-leadership, an integrative concept in organisational behaviour and psychology, that represents a person's ability to manage themselves and improve their own performance through a combination of behavioural, cognitive and motivational strategies, in the context of learning and development outcomes. Change in three aspects of self-leadership (termed the Doing-self, Thinking-self and Energising-self) following a short development intervention was examined in a sample of management school students in a pre-intervention and postintervention design. The study also expanded upon the role of personality traits in moderating self-leadership change. The data additionally provide evidence of the association of self-leadership with learning attainment. The findings of this study underline the potential benefits of self-leadership learning and development. Implications for theory and practice in organisations are discussed.