Dimensions of Self-Leadership in a Cross-Cultural Context

Ram, Padmakumar

doi:10.6007/ijarbss/v5-i11/1893

Cited by 3 publications

(4 citation statements)

References 64 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…While this finding indicates that both motivating language and self-leadership influence psychological safety, it points to a more interesting result: the role of leader guidance and support in self-leadership application. While most self-leadership research focuses on the individual's role Stewart et al 2011), this study underlines the utility of research avenues addressing external influences on self-leadership (Mayfield et al forthcoming a;Ram 2015). This work points to an intriguing idea about self-leadership-that to promote a follower's psychological well-being, even workers strong in self-leadership need the guidance and support of a leader.…”

Section: Discussionmentioning

confidence: 65%

“…We also plan to explore whether this relationship can generalize outside of the USA. Prior motivating language (Madlock and Hildebrand Clubbs forthcoming; Mayfield and Mayfield 2018c) and self-leadership (Georgianna 2007;Ram 2015) research has shown the construct's relationships to operate across cultural boundaries (Mayfield and Mayfield 2018f), so we expect our model to generalize as well. However, finding differences could provide greater insights into how these constructs operate in different cultures (House et al 2004).…”

Section: Hypothesis 7 (H7)mentioning

confidence: 88%

“…In addition, more work needs to look at this model-and motivating language and self-leadership in general-across a wider range of nations. While recent years have seen an increase in global research on both constructs (Mayfield and Mayfield 2018f;Ram 2015), we still only have limited work in European, African, and Middle Eastern nations. To truly understand the effects of these constructs, we need to have a studies in a wider variety of cultures.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

See 2 more Smart Citations

Sound and Safe: The Role of Leader Motivating Language and Follower Self-Leadership in Feelings of Psychological Safety

Mayfield

2021

Administrative Sciences

View full text Add to dashboard Cite

This manuscript presents a study on how leader motivating language and follower self-leadership act to influence a follower’s feelings of psychological safety. This study found that both constructs significantly influenced psychological safety in samples from India and the USA. Additionally, this study found that this influence occurred through the mediating processes of trust in leadership, leader inclusiveness, and role clarity. These mediators fully explained motivating language’s relationship with psychological safety, but only partially explained self-leadership’s relationship. Differences existed in the model between samples, but self-leadership showed an overall consistency between the samples for most relationships. Follow-up analysis indicated that self-leadership without leader communication support lead to a weak or non-existent relationship between self-leadership and psychological safety, but a positive and relatively strong relationship in the presence of motivating language.

show abstract

Section: Discussionmentioning

confidence: 65%

Section: Hypothesis 7 (H7)mentioning

confidence: 88%

Section: Limitations and Future Researchmentioning

confidence: 99%

See 1 more Smart Citation

Sound and Safe: The Role of Leader Motivating Language and Follower Self-Leadership in Feelings of Psychological Safety

Mayfield

2021

Administrative Sciences

View full text Add to dashboard Cite

show abstract

“…As a way of moving towards the new positive organisation, individuals should self-lead. This involves examining individual thought patterns, which then facilitate the elimination of destructive thoughts and negative self-talk, and replacing them with more positive internal dialogues (Ram, 2015). Self-responsibility is at the centre of positivity and is the cardinal virtue necessary for all other virtues to develop (Khandelwal & Khanum, 2017).…”

Section: Self-leadership Psychological Capital and Job Embeddednessmentioning

confidence: 99%

The influence of psychological capital and self-leadership strategies on job embeddedness in the banking industry

Harunavamwe

Pillay

Nel

2020

SA j. hum. resour. manag.

View full text Add to dashboard Cite

Orientation: The success of organisations depends on their ability to appoint, develop, sustain and retain skilled employees. Retaining a strongly committed workforce has become a top priority for most organisations in the financial service sector. Nurturing positive organisational behaviours and emotions helps retain employees, and this is key to lowering the risk of losing precious talent.Research purpose: The purpose of the study was to determine if self-leadership and psychological capital positively influence job embeddedness.Motivation for the study: The study was motivated by the sentiments from a study conducted by Nafei (2015) that indicated that traditional methods of reducing turnover have become ineffective. The focus on positive retention was however described as promising.Research approach/design and method: A cross-sectional quantitative survey was employed using self-administered questionnaires. The sample comprised 303 banking sector employees. Data were analysed using SmartPLS.Main findings: Self-leadership strategies (constructive thought patterns, behavioural strategies and natural rewards) through psychological resources (hope, optimism and self-efficacy) positively influenced job embeddedness.Practical/managerial implications: The banking industry that seeks to retain employees may invest in increasing levels of job embeddedness, which can be achieved through enhancing psychological resources and utilising self-leadership strategies.Contribution/value add: The findings provide preliminary insights that contribute to the body of knowledge concerned with positive organisational behaviour and retention in the fields of industrial and organisational psychology in the South African context.

show abstract

Does organizational empowerment promote self-leadership in hotel management? An analysis based on employees' cultural value orientation

Houghton²,

Chen³

et al. 2022

Journal of Hospitality and Tourism Management

View full text Add to dashboard Cite

Dimensions of Self-Leadership in a Cross-Cultural Context

Cited by 3 publications

References 64 publications

Sound and Safe: The Role of Leader Motivating Language and Follower Self-Leadership in Feelings of Psychological Safety

Sound and Safe: The Role of Leader Motivating Language and Follower Self-Leadership in Feelings of Psychological Safety

The influence of psychological capital and self-leadership strategies on job embeddedness in the banking industry

Does organizational empowerment promote self-leadership in hotel management? An analysis based on employees' cultural value orientation

Contact Info

Product

Resources

About