This paper reviews the fourth decade of self-leadership research. Two previous reviews of self-leadership from 2006 and 2010 are summarized, and the paper applies categories from those reviews to examine recent research in the field. This paper also covers new topics and trends in self-leadership research. In previous review articles, new theoretical models for extending self-leadership models were proposed. Therefore, this paper continues that tradition by proposing a new model—the Meta-Performance Model—that offers self-leadership as a skillset for enhancing the individual performance of leaders who seek improvement through professional certification programs. Self-leadership and professional certification programs are often treated as a stand alone topics. However, this paper contends professionals would benefit from combining self-leadership training with other professional improvement programs.

Decision making by nurses is complicated by the stress, chaos, and challenging demands of the work. One of the major stressors confronting nurses is perceived time pressure. Given the potential negative outcomes on nurses due to perceived time pressures, it seems logical that a nurse manager’s ability to lead nurses in moderating this time pressure and in turn to make better decisions could enhance nurse well-being and performance. Paralleling research in the nursing literature suggests that, in order to improve patients’ judgement of the care they received, nurse managers should embrace ways to lower nurses’ perceived time pressure. In this conceptual paper, we propose a model to help mitigate time pressure on nurse managers and their frontline nurses based on the research regarding time pressure, psychosocial care, time management, and self-leadership. Three metaconjectures and suggested future studies are given for further consideration by organizational and psychological researchers.

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