Leading from the inside out: a meta-analysis of how, when, and why self-leadership affects individual outcomes

Knotts, Kevin G.; Houghton, Jeffery D.; Pearce, Craig L.; Chen, Huaizhong; Stewart, Greg L.; Manz, Charles C.

doi:10.1080/1359432x.2021.1953988

Cited by 42 publications

(52 citation statements)

References 107 publications

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“…Also, the results support earlier findings suggesting that PsyCap exerts a positive influence on social interactions (Rafaeli and Sutton, 1987) and absorbs job stress (Roberts et al , 2011; Abbas and Raja, 2015; Siu et al , 2015). Finally, the counterintuitive finding suggesting that feedback does not have a significant influence on salespeople with high TSL and PsyCap indicates a substitution effect of leading from the inside-out (Knotts et al , 2021). A salesperson with higher TSL and PsyCap is likely to be more aware of their selling behavior and customer interactions, and as such, they are less dependent on their supervisor’s feedback, and therefore, their engagement with customers is shaped by their own assessment.…”

Section: Discussionmentioning

confidence: 99%

Assessing the antecedents and outcomes of salesperson’s psychological capital

Gupta

Singh

Puri

et al. 2022

JBIM

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Purpose This study aims to investigate the impact of a salesperson’s psychological capital (PsyCap) on sales performance through the interplay of work engagement and performance feedback. This study examines the role of thought self-leadership (TSL) as an antecedent of a salesperson’s PsyCap. Design/methodology/approach Grounded in the social cognitive theory and job demands–resources theory, a hypothesized model is proposed. To test the hypothesized model, data on sales professionals were collected from B2B sales organizations, and a structural equation model was used to test the hypotheses. Findings The results demonstrate that TSL drives PsyCap in salespeople. The results also suggest an interesting relationship between salesperson’s PsyCap and their sales performance through work engagement as a mediator for PsyCap and sales performance. The moderating effect of performance feedback on work engagement was not significant and thus counterintuitive. Practical implications The results suggest that organizations should invest in training to develop the TSL of their salesforce, which will lead to enhanced performance through personal resources such as PsyCap. Further, the findings have implications for sales organization designs and structure. Originality/value This study augments the extant information on the linkage between a salesperson’s PsyCap and sales performance by suggesting mediation mechanisms and proposing an integrated framework with work engagement. Further, the authors establish TSL as an important cognitive mechanism to strengthen PsyCap in salespeople.

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Section: Discussionmentioning

confidence: 99%

Assessing the antecedents and outcomes of salesperson’s psychological capital

Gupta

Singh

Puri

et al. 2022

JBIM

View full text Add to dashboard Cite

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“…This notion of self-leadership focused on the entrepreneurs' motivation to achieve goals and improve organisational performance. Self-leadership literature explains that such choices in specifying higherlevel objectives that govern self-influence contribute to the achievement of outcomes, including motivation, positive work attitudes, task performance, creativity and innovation (Knotts et al, 2022). The findings also show that entrepreneurs who demonstrate self-leadership are able to lead their teams.…”

Section: Constructive Entrepreneurial Leadership Learning Outcomesmentioning

confidence: 92%

Entrepreneurial learning outcomes in the transition from hybrid to full-time entrepreneurship

Rugpath

Mamabolo

2022

SAJBM

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Purpose: Hybrid entrepreneurship is a career transition path and a learning ground for entrepreneurs moving towards full-time entrepreneurship. Although previous studies have highlighted the benefits of a learning process, the learning during the hybrid phase is mainly underexplored. This study aimed to explore the learning outcomes during the transition from hybrid to full-time entrepreneurship in a South African context.Design/methodology/approach: This narrative qualitative study collected data from a purposive sample of 15 South African entrepreneurs who transitioned from hybrid to full-time entrepreneurship.Findings/results: There are three primary learning outcomes during the transition process. Firstly, the meaning-making outcomes in the early transition stage rely on spiritual guidance in the decision-making process and refining the entrepreneurs’ purpose. Secondly, the applied entrepreneurial learning outcomes in the mid-transition stage focus on the entrepreneurial competencies and operating as a jack of all trades to manage the business. Lastly, the constructive entrepreneurial leadership outcomes in the late transition stage are about the entrepreneurs leading themselves, others and the organisation. The findings show that the entrepreneurs’ narratives of the learning outcomes align with the transition stages.Practical implications: This study contributes to the entrepreneurial practice by developing a framework on learning outcomes during the transition process. Entrepreneurs in the transition process should build some of the identified competencies.Originality/value: The study addresses an overlooked research area on learning experienced during the transition from hybrid to full-time entrepreneurship. It also suggests propositions that contribute to the growing body of research on hybrid entrepreneurship.

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“…However, it is a pity that the existing literature has almost neglected the impact of employee-oriented self-leadership on job crafting. Self-leadership, an internal self-influence process, has gradually attracted some scholars' attention (Harari et al, 2021;Knotts et al, 2022). Unlike general leadership styles, which highlight the influence of leaders' symbolic behaviors on employees, self-leadership aims at achieving self-guidance and self-motivation via using a specific set of behavioral and cognitive strategies (Houghton and Neck, 2002;Neck and Houghton, 2006).…”

Section: Introductionmentioning

confidence: 99%

How self-leadership promotes job crafting: Based on the perspective of self-determination theory

Peng²,

Wen³

2023

Front. Psychol.

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According to self-determination theory, the present study develops a moderated mediation model to investigate how and when self-leadership promotes employees’ job crafting, emphasizing the mediating effect of autonomous motivation and the moderating effect of leader empowering behavior. We analyze and test the hypotheses based on 269 valid three-wave data from employees. The findings show that self-leadership has a significantly positive impact on job crafting, and a positive indirect effect on job crafting via autonomous motivation. Furthermore, leader empowering behavior not only enhances the positive impact of self-leadership on autonomous motivation, but also positively moderates the mediating effect of autonomous motivation in the relationship between self-leadership and job crafting. Practically, our study provides insights into how to promote job crafting. We also propose limitations and directions for future research.

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Leading from the inside out: a meta-analysis of how, when, and why self-leadership affects individual outcomes

Cited by 42 publications

References 107 publications

Assessing the antecedents and outcomes of salesperson’s psychological capital

Assessing the antecedents and outcomes of salesperson’s psychological capital

Entrepreneurial learning outcomes in the transition from hybrid to full-time entrepreneurship

How self-leadership promotes job crafting: Based on the perspective of self-determination theory

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