Originally published as Journal of Managerial Psychology Volume 21 Number 4, 2006
ISBN: 1 84663 000 2
Guest edited by: Christopher Neck, Virginia Polytechnic Institute and State University, USA.
Self-leadership is a normative or prescriptive model of empowering employees. There is no single psychological theory that accounts for the way it operates.
The articles in this Special Issue are intended to create some new excitement regarding self-leadership research. They are filled with propositions that should encourage researchers to pursue this topic in more depth and cover a breadth of literature such as self-regulation and creativity. This Special Issue aims to highlight scale development processes and urge others to follow this research agenda.
Contents:
Two decades of self-leadership theory and research: Past developments, present trends, and future possibilities
The purpose of this paper is to provide a thorough review of self-leadership literature past and present, including a historical overview of how the concept was created and expanded as well as a detailed look at more recent self-leadership research trends and directions.
The importance of self- and shared leadership in team based knowledge work: A meso-level model of leadership dynamics
This article addresses the increasing need for novel approaches to leadership that deal with the challenges organizations face as they flatten, diversify, and confront increasingly complex problems.
Maximizing organizational leadership capacity for the future: Toward a model of self-leadership, innovation and creativity
Drawing upon existing theoretical and empirical evidence, this article develops and presents a conceptual model of the relationships between self-leadership, innovation, creativity, and organizational support. The paper also presents research propositions based upon the relationships suggested by the model.
A cross-cultural perspective of self-leadership
This article seeks to understand how differences in national cultures impact on the understanding and meaning of the concept of self-leadership and its application.
An investigation of the generalizability of the Houghton and Neck Revised Self-Leadership Questionnaire to a Chinese context
This article seeks to examine the psychometric properties and construct validity of the Houghton and Neck Revised Self-Leadership Questionnaire (RSLQ) in a Chinese context.
The forgotten follower: a contingency model of leadership and follower self-leadership
This paper seeks to examine the interaction effect of leadership and follower characteristics on follower self-leadership, using hierarchical linear modeling.
About the Journal of Managerial Psychology
Understanding individuals and groups is seen more than ever before as vital to understanding work behaviour. This perception is accompanied by a growing demand among managers and management thinkers for the insights offered by psychology. Although managers often receive extensive training in technical areas of their work, dealing with people is assumed to be a natural gift.
The Journal of Managerial Psychology deals with the human resource aspects of managing and providing an understanding of psychology to equip managers to better deal with personnel issues. This journal draws on the latest theories, research findings, case studies and proven practice to throw new light on the behaviour of individuals and groups within the work environment as well as wider organizational ramifications.
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