Self Leadership Another Way To Achieve Performance Education Essay

egotism Leadership Another Way To Achieve action Education EssayAbstractIn the quest for employee performance geological formations research novel attractionship strategies. egotism leadership doingsal-focused, earthy-reward and constructive-thought strategies provide a sound solution (Houghton, 2006). question across diverse settings has shown that the practices of effective self-leadership strategies base lead to many benefits including enhanced want, positive self-efficacy perception, and improved employee performance (Bandura, 1991). Rooted in favorable scholarship system cognitive evaluation theory, self-leadership is more than comprehensive theory of self influence than frugality and self-management theories. A conceptual self leadership frame work for employee performance is also suggested in this paper for organisational application.Keywords Self-Leadership, Self-leadership Strategies, Self efficacy/Personal mastery, Motivation, Employee performance.Intro ductionThe most influential part in our life that has the great magnate to support growth than anyone else is our own self. This paper is not about the leadership of others, rather something more implicit in(p) and more powerful i.e. self-leadership. Simply stated leadership is an art of mobilizing others for sh ard aspirations (Bass, 1995). Leadership is the behavior of an person when he is directing the activities of a group towards a shared goal (Coons, 1957). Leadership requires using power to influence the thoughts and actions of other people (Zalenik, 1992). Leadership is about articulating visions, embodying values, and creating the environment in spite of appearance which things bath be effected (Engle, 1986). Leadership is a social process in which one individual influences the behavior of others without the use of flagellum and violence (Buchannan, 1997). The simplest definition of leadership perhaps is a process of influence betwixt a leader and follower (Holla nder, 1978). There are many definitions or descriptions of leadership ground on equally coarse and differing viewpoints. So in the light of above, Self-Leadership shadower be described as a process of self influence to navigate own-self for achieving desired outcome (Manz, 1992). In fact, as the opening lines suggest, our greatest latent parentage of leadership and influence comes not from an outside(a)leader, but from within ourselves.Self LeadershipSelf-leadership theory is based on self-influence, self-management and self control theories that has recently gained signifi crappert popularity and inspiring potential for application in new(a) organizations. Simply stated, self-leadership is a process through which people influence themselves to fulfill the self-direction and self- pauperism required to extradite and perform in desirable ways (Manz Neck, 1999). Self-leadership is rooted in well-disposed Learning Theory (Bandura, 1977) and Social Cognitive Theory (Bandura, 1 986). Social learning theory explains that how people can influence their own cognition, motivation, and behavior (Yun, 2006). On the other side, social cognitive theory explains that there is a continuous interaction between people and their environment (Davidson, 2000) and behavioural outcomes are means of information and motivation (Bandura, 1986).Therefore, how self-leaders think and behave jibe to cognitive, motivational, and behavioral strategies (Yun, 2006) is explained by Self-Leadership theory. This is a process of self-influence which is facilitated through the use of both behavioral and cognitive strategies. Self-leadership has triad distinctive strategies behavior-focused strategies, natural reward strategies, and constructive thought pattern strategies (Houghton, 2006).Behavior-focused strategies comprises on self goal setting, self observation, self-reward, self punishment and self cueing. These strategies are intended to strengthen positive, desirable behaviors (e.g . Job performance, Team Performance). Behavior-focused strategies are particularly useful in managing behavior related for achieving performance including its unpleasant aspects. Natural-reward strategies focus on tasks that are intrinsically motivating. These strategies can also include the focusing of attention on more satisfying or rewarding aspects of a given job or task rather than on the unpleasant or surd aspects.Constructive-thought pattern strategies focus on how thinking functional patterns are created and maintained. These strategies include identification and ex switch over of false self assumptions and irrational beliefs, creating of mental imagery for future successful performance, and positive self talks. unite all these strategies yields an impressive package of self-influence kit that has a huge potential for organisational application in todays rapidly changing business environment.Self-leadership is a more comprehensive theory of self-influence than both self-c ontrol and self-management (Manz, 1986). Self-leadership combines the behavioral strategies suggested by self-management and self-control with cognitive strategies based on the concepts of intrinsic motivation and constructive thinking patterns. Self-leadership is more of a broader concept than both the theories of self-control and self-management. Self-management laid-backlight extrinsic rewards (e.g. monetary rewards, praise, recognition, and self-reinforcement based on external stimuli). But self-leadership goes beyond this viewpoint and focuses on natural rewards. Natural rewards imply that performance of the task or activity is a reward in itself (Manz Neck, 1999). In summary, conceptualization of natural rewards in self-leadership theory is in general based on the intrinsic motivation books.Motivation, according to one definition, is an attribute that moves us to do or not to do something (Garrison, Broussard and Gredler, 2004).Motivation refers to the motives underlying b ehavior (Guay et al., 2010). Motivation can also be defined as voluntary uses of high-level self-regulated learning strategies, such as paying attention, connection, planning and monitoring (Turner, 1995). However Hornby (2000) states that motivation is an incentive to act or move. Research tells that there are two types of motivation, extrinsic and intrinsic. Extrinsic motivation is the result of externally administered motivators including pay, compensation and benefits, material possessions, monetary gains and positive evaluation by others. Intrinsic motivation is that type of motivation that is activated by personal enjoyment, interest, or pleasure (Deci et al, 1999). Intrinsic motivation is derived from within a person and positively effects behavior and performance (Ryan Deci, 2000). Performance refers to the effectiveness of individual behaviors that contributes to organizational objectives (McCloy, Campbell Cudeck, 1994). However Motowidlo (1997) argues that performance is all about behaviors with an evaluative aspect.Self-leadership theory encompasses both intrinsic motivation literary productions and cognitive evaluation theory (Deci Ryan, 1985).Cognitive evaluation theory advocates that intrinsic motivation is driven by the lead for competence (i.e. to exercise and extend ones capabilities) and the need for self-determination (i.e. the need to feel free from pressures such as contingent rewards). Cognitive evaluation theory argued that individuals will try to seek feelings of competence and self-determination by overcoming challenges (deCharms, 1968). Support for the efficacy of intrinsic motivation has been demonstrated in numerous empirical studies (e.g., Deci, Connell, Ryan, 1989 Harackiewicz, 1979 Zhou, 1998).Feelings of competence and self-control (i.e.self-determination) are central part of natural rewards provided by self-leadership theory (Manz Neck, 1999). Through self leadership strategies, activities and tasks can be chosen, struct ured, or perceived in ways that lead to increased feelings of competence self-determination that in turns enhance task performance. Self leadership theory is very much complementary with self-determination theory (Deci, 1972). Although natural reward strategies are generally effective, self-reward strategies utilizing external rewards may also be helpful (in those situations where natural or intrinsic rewards are not needed) to increase (individual or team) performance (Manz Neck, 1999).At the heart of social cognitive theory lies the concept of Self-efficacy or personal mastery (Bandura, 1986). Self-efficacy talks about persons beliefs regarding his/her capabilities to achieve a specific task (Bandura, 1991). As per cognitive evaluation theory need for competence and self-determinations (Deci Ryan, 1985) leads to more difficult goals selection and increased perceptions of self-efficacy which in turn, leads to higher(prenominal) future performance (Bandura, 1991). Self-leadership theory incorporates all above components of cognitive evaluation theory and social cognitive theory. In short self-leadership strategies mentioned above enhance self-efficacy perceptions, which lead to higher levels of performance (Manz Neck, 1999). Empirical evidence supports the effectiveness of self-leadership strategies in increasing self-efficacy perceptions and performance. More recently, habit of self-efficacy as a mediator of the relationship between self-leadership strategies and performance has also been examined indicating significant relationships (Prussia et al., 1998).Positive Perception of self cogency or Personal MasterySUCCESSFUL PERFORMANCEBased on the literature above it can be summarized here that Self-leadership is a process of self-influence based on self-control, self management and self legislation theories. It is also rooted in motivation theories, Social learning theory and cognitive evaluation theory.Research across diverse settings, from the educatio nal domain to the airline industry, has shown that the practices of effective self-leadership strategies can lead to many benefits including high motivation, self-efficacy, and enhanced employee performance (Bandura, 1991).As mentioned Self leadership strategies include behavioral-focused, natural-reward and constructive-thought pattern strategies. Taken together these nitty-gritty self-leadership strategies and aligning them to motivation, self efficacy and performance following conceptual frame work (figure.1) is suggested aiming at to achieve successful performance in an organization. This suggested conceptual frame work is modified from the basic model of Self leadership and personal effectiveness proposed by Manz Neck (2007).Figure.1In the light of the self leadership literature the figure.1 above is suggesting a conceptual framework which implies that applying self-leadership strategies and their components through effective training programs in organization can help in devel oping self-led employees who can achieve goals like individual, team based or organizational performance through personal mastery. Successful performance leads to positive perception of self efficacy which creates a positive self sufficient upward spiral effect for new successful performance.As per demarcation in this paper identifying individuals team based self leadership and team member work role performance was not studied which creates room for future research. Effective self-leadership strategies do not stress nonsymbiotic employee behaviors by ignoring teams or organization context. Rather, effective self-leadership strategies encourage a coordinated effort by individuals to seek their own personal identity and mode of contribution as part of a group, teams or organization that produces synergistic performance (Konradt Andreen Ellwart, 2009).Furthermore, self-leaders are less likely to be resistant to organizational change (Neck, 1996) which is important for any learning or ganization as it responds and adapt to changing environment. As organizations continue to redesign and adopt structures that need a greater dependence on individual initiative, the popularity of self-leadership concepts is likely to remain strong. Finally, self-leadership behavior shaping strategies provide considerable assurance for taking the quest for employee performance to the next higher level. Indeed, effectively trained self-led employees, both behaviorally and cognitively, may offer the best blueprint for achieving employee and organizational performance in the twenty-first century.