Purpose -The purpose of this present study is to extend previous research on self-leadership by investigating the relationship between self-leadership and work role performance of team members, including individual task and team member proficiency, adaptivity, and proactivity. Moreover, it aims to examine the moderating role of collectivism. Design/methodology/approach -Organizational team members' self-ratings of self-leadership and six work role performance dimensions (i.e. individual task and team member proficiency, adaptivity, and proactivity, respectively) were collected in a cross-sectional study and were analyzed using partial least squares modeling. Findings -Results indicate positive relationships between self-leadership and proficiency, adaptivity and proactivity directed both at the individual task and the team. Results also suggest that collectivism moderated the relation between self-leadership and team member proficiency. Practical implications -Managerial implications for personnel selection, leadership, training, and organizational development efforts are provided. Originality/value -Previous research is extended by providing first evidence of self-leadership's relationship with a differentiated set of individual task and team member work roles including adaptive and proactive performance aspects.

This research examined the effect of self-leadership strategies on individuals’ work role performance in teams. Using an experimental policy-capturing design, self-leadership, task interdependence and situational uncertainty were manipulated in two studies. Moreover, the moderating effect of psychological collectivism orientation on the self-leadership performance relation was explored. Results from multilevel analyses revealed that in Study 1, self-leadership had a positive effect on individual task and team member work role performance. Study 2 replicated and extended these results by showing positive effects of self-leadership on individuals’ team member proficiency, adaptivity and proactivity in teams. Furthermore, collectivism orientation moderates the effect of self-leadership on team member proficiency. Implications of the findings are identified, limitations are discussed and areas for future research are proposed.