• Publications
  • Influence
Self-Leadership: Toward an Expanded Theory of Self-Influence Processes in Organizations
The considerable attention devoted to individual self-influence processes in organizations has been limited to scope, focusing primarily on self-management that facilitates behaviors that are not
Leading Workers to Lead Themselves: The External Leadership of Self-Managing Work Teams.
We gratefully acknowledge the encouragement and support of Dr. Richard Cherry. This paper explores the paradoxical role of the external leaders of self-managing workteams. Observation, interviews,
Self-Leadership: A Multilevel Review
Over the past 30 years substantial research has focused on the concept of self-leadership. The authors adopt a multilevel perspective to review this research at both individual and team levels of
Identifying antecedents of virtual team collaboration
Purpose – Virtual teams are comprised of members who are located in more than one physical location. This team trait has fostered extensive use of a variety of forms of computer‐mediated
Self-Management as a Substitute for Leadership: A Social Learning Theory Perspective
Kerr [1976] has coined the term “substitutes for leaders hip” in reference to nonleader sources of task structure and direction. We focus on one such substitute, the capability of the follower for
An Organizational Memory Approach to Information Management
Whereas current theories increasingly equate information management with the management of information technology, it is argued that information technology needs to be complemented by organization-level processes related to organizational memory.
Thought self-leadership: the impact of mental strategies training on employee cognition, behavior, and affect'
Thought self-leadership involves employee self-influence through cognitive strategies that focus on individual self-dialogue, mental imagery, beliefs and assumptions, and thought patterns. A training
Self‐leadership and performance outcomes: the mediating influence of self‐efficacy
A key foundation of empowering organizations is employee self-leadership. This study examines the effects of self-leadership skills and self-efficacy perceptions on performance. Structural equations