Self-Leadership and Its Influence on Organizational Effectiveness

Abstract

Human Organizations require direction if they are to achieve objectives. Among the most important variables in organizational success is leadership. Even though there are many versions of leadership like charismatic leadership and transformational leadership, self-leadership tries to emphasize an individual’s responsibility and self-control, creating group cohesion, necessary for effective performance and organizational effectiveness. Leadership is a dispositional phenomenon and providing the atmosphere for group participation is a great motivation for self-leadership and performance. Self-leadership approach is far more unique and decentralized than traditional leadership that focuses on the manager as the pivotal figure in achieving organizational effectiveness. Self-leadership is about developing a sense of self-worth and the ability to influence the behaviour of others to achieve goals. It involves developing other people as leaders and creating a strong connection between management and employees. As the result of rising wave of competition and globalization, organizations can nolonger expect one organizational leader to provide the magic wand to lead them towards the paths of profitability and sustainability. Organizational leadership often aims at practices to reduce employee turnover rates, increase productivity and improve employee satisfaction; which makes a business case for postheroic leadership. 107 respondents participated in the study conducted through the exploratory research method; and result showed that self-leadership explains organizational effectiveness. Further study should examine the relationship between disciplinary procedure management and employee turnover as a way of finding a solution to poor organizational performance. This study suggests that organizations should regularly train their managers on leadership skills to improve performance and organizational effectiveness.

Keywords: Charles Manz, Super-leadership, Transformational-leadership, Servant-leadership, Dispositional Phenome non, Self-reinforcement, Self-reward, Vicarious Learning

JEL Classification: M10, M12