Table Of Contents
- About the author(s)/editor(s)
- About the book
- This eBook can be cited
- Table of Contents
- Chapter 1: Introduction
- Chapter 2: Self-leadership
- 2.1 Historical development of self-leadership
- 2.2 Self-leadership
- Chapter 3: Study 1 – Quantitative exploration of determinants and outcomes of self-leadership
- 3.1 Literature review
- 3.1.1 Transformational leadership
- 3.1.2 High-performance work systems
- 3.1.3 Proactive personality
- 3.1.4 Work engagement
- 3.1.5 Organizational citizenship behavior
- 3.1.6 Self-efficacy
- 3.2 Conceptual framework and hypotheses development
- 3.2.1 Theoretical framework
- 3.2.2 Hypotheses development
- 126.96.36.199 Determinants of self-leadership
- 188.8.131.52 Outcomes of self-leadership
- 184.108.40.206 Mediating role of self-efficacy
- 3.3 Research design and methodology
- 3.3.1 Sampling and data collection
- 3.3.2 Sample characteristics
- 3.3.3 Measures
- 3.3.4 Reliability and validity of the models
- 3.4 Data analyses and hypotheses testing
- 3.4.1 Study 1 – Model testing (1)
- 3.4.2 Study 1 – Model testing (2)
- 3.4.3 Analyses regarding demographics
- Chapter 4: Study 2 – Qualitative exploration of determinants and outcomes of self-leadership
- 4.1 Research design and methodology
- 4.1.1 Sampling and data collection
- 4.1.2 Sample characteristics
- 4.2 Results of study 2
- Chapter 5: Discussion and conclusion
- 5.1 Discussion
- 5.2 Implications
- 5.3 Future research directions
- 5.4 Limitations
- 5.5 Conclusions
From the time I was in high school, I wanted to be a part of the academic world. It is thanks to all who have contributed to my dream that I have come this far.
First of all, I am deeply grateful to my dear advisor, Professor Hayat Kabasakal, for her endless support and guidance. As I always say, she has been a second mother to all of her students. I am so lucky that I completed this journey with her. Whenever we thought we had come to a dead end, she always lit the way with her knowledge and wisdom. She is an inspiration and a role model for all of us, and I hope we can be worthy of her efforts throughout our lives.
I am indebted to Professor Kıvanç İnelmen and Professor Burcu Rodopman for being in my supervisory committee from the very beginning. I would like to express my sincere thanks for their valuable contributions and advice at every step of the way. They always asked the right questions and opened up new perspectives for me. Without them, this journey would never have been so pleasant and beneficial.
I owe thanks to my committee members, Professor Esin Can and Professor Güler İslamoğlu, for their valuable contributions and suggestions. I am so glad and lucky that they have been a part of this work.
I would also like to express my appreciation to Professor Muzaffer Bodur, Professor Güven Alpay and Professor Hakan Özçelik. I am extremely grateful to be one of their students and to have learned so much from them.
I want to thank all my professors and colleagues at the Turkish- German University and Yildiz Technical University for encouraging me all along this way.
I want to express my gratitude to several institutions which have supported me throughout this journey. I would like to thank the Boğaziçi University Research Fund for the support they provided to my dissertation with the project code 11183. I also would like to thank The Scientific and Technological Research Council of Turkey (TÜBİTAK) for the scholarship they provided me for my doctoral studies.
I owe special thanks to my family and close friends for their eternal understanding. Special acknowledgements go to my dear husband, Birol Turan, my mother Filiz Batuk and my father Seyhan Batuk for holding on with me all during these long years of study, and, most of all, for giving me endless love and support.
Since the 1980s, an emerging concept that has grasped the attention of organizational behavior scholars has been “self-leadership”. Rooted in social learning theory (Bandura, 1977), self-leadership has been proposed as an instrument for self-control and self-influence in organizational setting (Manz, 1986).
Organizations use supervision and control in order to identify appropriate behavior, to monitor and coordinate behaviors and to reward and punish accordingly (Lawler & Rhode, 1976). Control processes are supposed to involve application of rational and manageable mechanisms in order to influence employees to assure organizational goal-achievement (Manz, 1986). Although these mechanisms have been considered as assurance for corporate success, this view has fallen short to grasp the notion that individuals have their own values, beliefs and self-control systems (Manz, 1979; Manz, 1986). As organizational control systems have performance standards and evaluation mechanisms, individuals also have their own self-generated personal standards and self-evaluation mechanisms in order to reward or punish themselves (Bandura, 1977; Mahoney & Thoresen, 1974; Manz & Sims, 1980). Therefore, organizational control systems fail to reach and shape individual action directly (Manz, 1986). It means that individual self-control systems lie at the very heart of organizational control systems and the effect that organizational control systems bring about is determined by their interaction with individual self-control systems. Therefore, rather than relying on external control, it is essential to recognize and facilitate employees’ self-control systems (Manz, 1986). On the other hand, self-control and management do not necessarily mean “no external influence”. Self-management strategies are considered as behaviors that require reinforcement to assure maintenance (Kerr & Slocum, 1981; Manz & Sims, 1980; Thoresen & Mahoney, 1974).
- ISBN (PDF)
- ISBN (ePUB)
- ISBN (MOBI)
- ISBN (Softcover)
- Publication date
- 2018 (November)
- Self-Efficacy High Performance Work Systems Transformational Leadership Proactive Personality Work Engagement Organizational Citizenship Behavior
- Berlin, Bern, Bruxelles, New York, Oxford, Warszawa, Wien, 2018. 100 S., 6 s/w Abb., 24 Tab.