Linking self-leadership to proactive work behavior: A network analysis

Boonyarit, Itsara

doi:10.1080/23311975.2022.2163563

Cited by 7 publications

(9 citation statements)

References 52 publications

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“…Organisations that use loyalty strategies in succession planning essentially have higher employee efficiency and lower employee turnover intention (Pila et al, 2016). The techniques to minimise turnover intention include raising the salaries of employees, offering training and development opportunities, involving employees in decisions that affect them and listening to them (Boonyarit, 2023). Researchers have not only confirmed conclusions reached since the early 19th century on why workers leave organisations, but also included other factors like engagement with employees, giving feedback, helping employees understand their weaknesses and devising strategies for improvement (Stewart et al, 2019).…”

Section: Succession Planning and Turnover Intentionmentioning

confidence: 96%

“…Goodridge (2019) defines self-management as keeping yourself accountable and ensuring that you use your time and money efficiently. Boonyarit (2023) argues that a leader who can self-manage knows that the most precious tools are time and energy and that striking a reasonable balance between the two will produce the desired self-leadership. Self-management is correlated with a variety of essential characteristics and behaviours.…”

Section: Self-leadershipmentioning

confidence: 99%

“…Strategic leader development succession planning entails developing career growth programmes to create a team of skilled people within the organisation that will fulfil the organisation's potential leadership needs (Bano et al, 2022). Boonyarit (2023) investigated the relationship between selfleadership and proactive work behaviour (PWB). The study found that self-leadership might have the potential to be associated with positive work behaviours and that selfleadership had a profound impact on all four foundations of genuine leadership, namely self-consciousness, equilibrium processing, emotional openness and internalised moral viewpoint (Boonyarit, 2023).…”

Section: Development Of the Hypotheses Succession Planning And Self-l...mentioning

confidence: 99%

“…Boonyarit (2023) investigated the relationship between selfleadership and proactive work behaviour (PWB). The study found that self-leadership might have the potential to be associated with positive work behaviours and that selfleadership had a profound impact on all four foundations of genuine leadership, namely self-consciousness, equilibrium processing, emotional openness and internalised moral viewpoint (Boonyarit, 2023). The above studies on succession planning and self-leadership ignored the contextual differences between private organisations and public entities, which should have been looked at differently.…”

Section: Development Of the Hypotheses Succession Planning And Self-l...mentioning

confidence: 99%

“…In these times of economic uncertainty and fierce competition, many businesses are abandoning the traditional top-down leadership paradigm in favour of a new model of leadership that entails empowering employees at all organisational levels to take greater responsibility for their work-related behaviours and actions (Uzman & Maya, 2019). Furthermore, today's highly educated and motivated individuals are increasingly encouraged to lead themselves and share essential leadership positions that were formerly held by a typical vertical leader (Boonyarit, 2023).…”

Section: Introductionmentioning

confidence: 99%

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Succession planning mediates self-leadership and turnover intention in a state-owned enterprise

Maroga,

Schultz,

Smit

2024

SA Journal of Human Resource Management

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The study focused on only one specialist unit that executes large capital infrastructure development projects. The unit has departments in all the operating divisions. The unit has a chief executive, eight general managers, top management, senior management, area specialists, professionally qualified employees, middle management, skilled technicians, academically qualified workers, junior management, supervisors, foremen, superintendents and administrative positions. There are eight technical and administrative departments namely, Human Resources; Finance and Information and Communication Technology (ICT); Projects and Construction and Management; Capital Governance and Controls; Capacity Development Services; Capital Planning and Advisory; Engineering and Design Services; and Capital Enterprise Services.Orientation: This study is a response to the challenges faced by a rail, port and pipeline company in South Africa when managing succession planning, self-leadership and turnover intention. Research purpose:The study aimed to determine if succession planning was the mediating variable between self-leadership and turnover intention in a state-owned enterprise.Motivation for the study: The study's findings may assist public entities in prioritising succession planning and self-leadership development initiatives. Research approach/design and method:The study adopted a quantitative approach and a cross-sectional survey research design within positivism. Data were gathered using a structured existing questionnaire that was distributed and the response rate was 78.67%. The reliability of the questionnaire was 09.222 which was an indication that the internal consistency was in order. Data were analysed by using correlation and multiple regression analysis. Main findings:The study found that self-leadership was a marginally significant predictor of turnover intention. A large proportion of the sample was drawn from respondents working in Johannesburg whose views might not correspond with those of employees from other areas.Practical/managerial implications: The findings of the study offer government policymakers the opportunity to develop policies that enhance self-leadership, promote succession planning, reduce the intention to leave among employees and incentivise the process.Contribution/value-add: The body of knowledge was expanded in the sense that succession planning was found to be the mediating variable in the relationship between self-leadership and turnover intention.

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Section: Succession Planning and Turnover Intentionmentioning

confidence: 96%

Section: Self-leadershipmentioning

confidence: 99%

Section: Development Of the Hypotheses Succession Planning And Self-l...mentioning

confidence: 99%

Section: Development Of the Hypotheses Succession Planning And Self-l...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Succession planning mediates self-leadership and turnover intention in a state-owned enterprise

Maroga,

Schultz,

Smit

2024

SA Journal of Human Resource Management

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Psychological empowerment as moderator of the relationship between core self-evaluation and proactive work behaviour

Nwanzu,

Babalola

2024

Cogent Business & Management

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The role of strategic intelligence for leadership in developing proactive work behaviours amongst universities' employees

Mohammed,

Saadaoui

2023

JARHE

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PurposeThis paper aims to bring these areas closer by exploring the relationship between the dimensions of strategic intelligence (SI) for leadership and the proactive work behaviours (PWBs) of Upper Egypt universities' employees. Therefore, the research question revolves around: is there a relationship between SI and PWB?Design/methodology/approachThe study relied on a descriptive analytical approach and a stratified random sample. The paper opts for a descriptive study using the survey lists that depends on three scales: strategic leadership intelligence. The sampling unit is represented by the individuals working in Upper Egypt Universities, distributed on a sample of 364 Upper Egypt universities' employees.FindingsThe results indicate a significant relationship between dimensions of SI for leadership and the PWBs.Originality/valueBecause of the chosen research approach, the research results may lack generalisability. Therefore, researchers are encouraged to test the proposed propositions further. This paper is the first to examine, to the authors' knowledge the relationship between intelligence for leadership and the PWBs.

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Linking self-leadership to proactive work behavior: A network analysis

Cited by 7 publications

References 52 publications

Succession planning mediates self-leadership and turnover intention in a state-owned enterprise

Succession planning mediates self-leadership and turnover intention in a state-owned enterprise

Psychological empowerment as moderator of the relationship between core self-evaluation and proactive work behaviour

The role of strategic intelligence for leadership in developing proactive work behaviours amongst universities' employees

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