Exploring the Interplay between self talk and leadership

The author contextualizes recent developments in sociocognitive approaches to leadership by drawing on psychoanalytic conceptions of self-identity. It is argued that psychoanalytic views of the self are complementary to contemporary social-cognitive approaches, although historical divergences in these literatures have impeded mutual dialogue. This initiative at dialogue examines charismatic, schema, and self-identity theories of leadership within a psychoanalytic framework, arguing that when self-identity is viewed broadly, convergences between these approaches become apparent. A broad view of the self makes notions of authority central to the construction of personal identities, underscores the ambivalence and relationality of self-processes, and highlights the normative assumptions underlying followership that may be difficult to theorize with contemporary sociocognitive approaches.

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International Public Management Review, 2013

The basic principle of team leadership within an organization is self-leadership. This is because leadership of the self within a team is so important. Self leadership can be defined as self-knowing, self-awareness, self-management and self-discipline: each of these components assists in the implementation of leadership within the organization. The goal of this paper is to analyze the components of self-leadership. This study is applicative in its goals, and statistical in implementation. All of the personnel of Payam Noor University- Kangavar branch in 2011-2012 were chosen as the statistical branch. 44 of 55 people were chosen as the sample size. A self-leadership questionnaire with 18 questions and reliability coefficient of 70% was used to collect data. Further data analysis was conducted with using a T-test; the research demonstrated that there is a significant correlation between the self-leadership components of Payam Noor University personnel.

Selinus University , 2024

This research study explores the transformative journey of an executive leader from traditional Organisational leadership to Transpersonal leadership, grounded within an autoethnographic research methodology. Substantiated through thirty years of professional leadership experience, the study investigates the personal, spiritual, and professional evolution of the researcher, who transitioned from a power-centric outcome driven manager-leadership approach to one deeply rooted in authenticity, spirituality, compassion, and resilient self-regulated leadership. This applied research study aimed to contribute towards the resolve of the current global leadership crisis. The research design and methodology employed is an Autobiographical Ethnography, within a constructivist relativistic worldview, collecting qualitative data given meaning through interpretivism, aimed to establish specific theories for the development of Transpersonal Leaders. Data collected includes reflective and reflexive journals, semi structured interviews and focus group discussions held with five senior executives carefully selected to represent each of the major disciplines within the organisation. A rigorous thematic analysis followed, to uncover the key experiential interventions that facilitated the researcher’s shift in leadership style and motive. Major themes identified include radical leadership, authenticity, spirituality, and ethics. Significant experiential interventions such as formal academic training and certification in Coaching and Behavioural change, the Ignatian 30-Day Spiritual Exercises, vision quests, and Spiritual Accompaniment training, played crucial roles in this major transformation. Through this study, the researcher offers a conceptual framework for leadership development practitioners for developing future Transpersonal leaders. The findings suggest that formal coaching training, nature based coaching interventions combined with spiritual exercises, significantly contributed towards the researcher’s transformative journey from Organisational outcome-driven leadership, towards Transpersonal Leadership. Integrating spiritual intelligence (SQ) and emotional intelligence (EQ) into leadership development programs can enhance leaders' capacities to navigate the complexities of the modern business environment with resilience and integrity. The study contributes to the broader discourse on leadership by emphasizing the importance of self-transcendence and personal transformation in cultivating leaders who can inspire and lead with compassion and care. The results of the findings will offer a cohesive and coherent account of the developmental journey. The study concludes with a proposed theoretical model that outlines the process and key components necessary for developing Transpersonal leaders—the leaders of the future. This model serves as a guide for leadership development practitioners, providing practical insights and strategies to foster the next generation of leaders who are equipped to meet the demands of a rapidly changing world with ethical, compassionate, and resilient leadership. This research underscores the urgent need for a paradigm shift in leadership development, advocating for a move beyond skillset enhancement to fostering deeper spiritual and emotional growth. By doing so, it aims to address the global leadership crisis and promote sustainable, ethical leadership practices that benefit both organisations and society at large.

A growing body of empirical research suggests that self-awareness is associated with successful leadership. Although self-awareness research has generated a number of scales to measure selfawareness, none have done so with the explicit focus of leadership. The present research is a summary of three studies designed to develop and begin validation for a scale to measure self-awareness in the context of leadership and leader development. The result of Study 1 and 2 was a 54-item self-awareness scale. A confirmatory factor analysis provided evidence for a marginal fit. Predictive validity was assessed in Study 3 by looking for associations between self-awareness and outcomes from an MBA capstone course designed in part to improve communication, foster teamwork, and increase self-awareness. Selfawareness was the independent variable. The dependent variables were the graded, videotaped outcomes of two types of structured role-playing exercises designed to meet course objectives and involved students working in dyads or in small groups. Positive associations were found between the new scale and some group context measures of performance, but not for the dyad measures. Implications and suggestions for future research are provided.

The Sport Psychologist, 2018

I am honored to have the opportunity to comment on the eight articles that make up the first Special Issue of an international journal focusing on self-talk in sport. The introductory article does an excellent job of tracing some of the important historical developments (theoretically, empirically, and practically) in the self-talk literature so I will not provide any historical perspective on the extant self-talk research. Rather, first I will comment on each article, noting what I perceive to be an important contribution to the self-talk literature (and sometimes the sport psychology literature in general). Then, based on my academic and practical knowledge in the area of self-talk, I will offer some suggestions for future research from conceptual, empirical, and methodological perspectives. In addition, I also offer some practical suggestions that coaches, athletes, and personal trainers/exercise leaders could use when working with athletes and exercisers. Before getting into these research and practical suggestions, a brief review of some of the unique and interesting parts of some of the articles within the Special Issue will be discussed.

Journal of Managerial Psychology, 2006

Purpose -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 paper also presents a theoretical and conceptual explanation and differentiation of the self-leadership concept relative to other related motivational, personality, and self-influence constructs. Design/methodology/approach -Self-leadership research and related literatures of motivation, personality and self-influence are discussed and described in order to present the current state of the self-leadership body of knowledge and to suggest future directions to explore and study. Findings -It is suggested that self-leadership is a normative model of self-influence that operates within the framework of more descriptive and deductive theories such as self-regulation and social cognitive theory. Research limitations/implications -While self-leadership research composes an impressive body of knowledge, it is a domain of study that has been under-investigated in some aspects, both empirically and conceptually. Practical implications -This paper suggests several future directions that researchers can undertake to advance self-leadership knowledge. Originality/value -This paper fills a void in the organizational literature by reviewing the body of self-leadership knowledge, by stating how self-leadership is a distinctive theory in its own, and by presenting directions for future self-leadership research.

PsycEXTRA Dataset

Systematic research was performed to better understand and support individual professional selfdevelopment. Over 400 junior-military leaders participated in detailed longitudinal research to test a structural model of leader self-development. Results provide a unifying framework for understanding the effects of individual characteristics on propensity for self-development. The model depicts a person with a mastery, work, and career-growth orientation as more motivated to perform leader self-development and more skilled at performing instructional and self-regulatory processes and therefore more likely to perform leader self-development. Further, results indicated that an organizational support tool moderated the actual performance of leader self-development activities. The implications of the results for selfdevelopment theory and for leader self-development in the Army are discussed. 15. SUBJECT TERMS Leader self-development, officer self-development, predicting self-development, organizational support for self-development SECURITY CLASSIFICATION OF 19. LIMITATION OF 20. NUMBER

Journal of Leadership & Organizational Studies, 2007

This study examines the effects of leaders' self-awareness of their own leadership on followers' satisfaction, self-leadership, and leader effectiveness. A leader's self-awareness was conceptualized as the degree of similarity between the leader's self-description and his or her followers' descriptions of leader behaviors. Transformational and empowering leadership are measured from 48 leaders and 222 of their followers. Results from confirmatory factor analyses provide support for two types of leadership: transformational and empowering. Results from polynomial regression analyses indicate that self-awareness of transformational leadership is related to leader effectiveness and followers' supervisory satisfaction. In contrast, self-awareness of empowering leadership is related to followers' self-leadership. These effects of leadership self-awareness extend beyond the direct effect of leadership on the outcome variables.