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Is self-leadership the new silver bullet of leadership? An empirical test of the relationship between self-leadership and organizational commitment

Signe Pihl-Thingvad
Management Revue
Vol. 25, No. 2 (2014), pp. 103-124
Published by: Rainer Hampp Verlag
Stable URL: http://www.jstor.org/stable/24709919
Page Count: 22
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Is self-leadership the new silver bullet of leadership? An empirical test of the relationship between self-leadership and organizational commitment
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Abstract

Self-leadership is theoretically assumed to be the key management approach in modern knowledge work because it strengthens the employees' commitment. This study examines the relationship between self-leadership and affective organizational commitment empirically. An underlying assumption in the self-leadership research, that employees are guided and committed by internal work ideals, is tested, and selfleadership is compared to motivational factors in traditional management theories. The results show that self-leadership positively affects organizational commitment, while the internal work ideals overall do not seem to have the expected effect. However, the effect of self-leadership on commitment disappears when the relationship is controlled for traditional motivational factors. The theoretical and practical implications of these results are discussed, and foci for future research are suggested.

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