Under Pressure: Time Management, Self-Leadership, and the Nurse Manager

Goldsby, Elizabeth A.; Goldsby, Michael G.; Neck, Christopher B.; Neck, Christopher P.

doi:10.3390/admsci10030038

Cited by 36 publications

(37 citation statements)

References 93 publications

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“…"Self-leadership (Manz 1986;Manz and Neck 2004) is a process through which individuals control their own behavior, influencing and leading themselves through the use of specific sets of behavioral and cognitive strategies" (Neck and Houghton 2006, p. 270). In other words, individuals with high levels of self-leadership are more able, through the implementation of behavioral and cognitive strategies (e.g., mental imagery and positive self-talk), to develop personal effectiveness in their private and working lives (Goldsby et al 2020). From the first appearance of this construct in 1983 by Manz, a plethora of scholars contributed to the development of self-leadership.…”

Section: Introductionmentioning

confidence: 99%

Core Self-Evaluations, Self-Leadership, and the Self-Serving Bias in Managerial Decision Making: A Laboratory Experiment

Cristofaro

Giardino

2020

Administrative Sciences

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The self-leadership construct has received great attention from scholars over the last 40 years due to its capacity to influence personal effectiveness. However, despite strongly influencing individuals’ self-efficacy, performed studies did not determine whether self-leadership is connected, and how, with the Core-Self Evaluation (CSE) trait—a complex personality disposition based on self-efficacy, self-esteem, locus of control, and emotional stability—that has been found impacting decision-making processes within organizations. Moreover, it has not been identified whether individuals with a high level of self-leadership are more prone to be victims of some cognitive biases in decision-making processes, such as the internal attribution of successes and external attribution of failures (i.e., Self-Serving Bias, SSB) that are usually led by the strong belief of individuals in their own capacities. The outlined gaps can be substantiated by the following two research questions: “How is self-leadership related with CSE?” and “How does self-leadership influence the attribution of successes/failures?”. To answer these questions, the following were identified and analyzed for 93 executives: (i) the tendency in the attribution of successes and failures, (ii) the CSE, and (iii) their self-leadership level. Results show that: (i) a high level of CSE is connected with high levels of self-leadership; (ii) high levels of self-leadership bring individuals to the internal attribution of successes and external attribution of failures. This work reinforces the stream of (the few) studies that considers a high level of CSE and self-leadership as not always being desirable for managerial decision-making processes and consequent performance. This paper aims to enrich the debate concerning the relations between, on the one hand, self-leadership and, on the other hand, personality traits between self-leadership and decision making.

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Section: Introductionmentioning

confidence: 99%

Core Self-Evaluations, Self-Leadership, and the Self-Serving Bias in Managerial Decision Making: A Laboratory Experiment

Cristofaro

Giardino

2020

Administrative Sciences

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“…At the present, environmental protection is an important topic for a business practice, which needs to formulate a pro-ecological strategy and decision-making [73]. Decision-making at the highest organizational level has become difficult to manage due to the complexity of the changes of an organization's face [74,75] and due to time pressures [76]. The manager uses logic and intuition to control the process of thinking and acting.…”

Section: Manager As a Decision-makermentioning

confidence: 99%

Management Styles and Decision-Making: Pro-Ecological Strategy Approach

2021

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Management style and decision-making create an organization’s culture and influence its performance also in the pro-ecological dimension. Therefore, this paper’s originality lies in how it explores the effect of management style to inform our understanding of decision-making when using a sustainable approach. However, the cause-and-effect relations between decisions and management style remain vastly unexplored. The paper’s aim is to explore whether the management style serves as a basis for decision-making or if it is an effect of decisions. This research addresses a research question: is the management style a basis for decision-making or an effect of the decisions in a pro-ecological context? We used a comprehensive literature review by using inductive and deductive approaches to analyze the relations between decision-making and management style. The paper also illustrates how organizational culture images can inform accounts of business realities influencing organizations’ green strategies. The analogies followed relations between color symbol and guiding metaphor. The article presents a theoretical discussion on the influence of management style on decision-making in the organization, based on original literature research in pro-ecological strategy related decisions. As a result, a decision-making style model is proposed. This nonorthodox approach might open up new avenues of thought in the field of decision-making, management styles, and pro-ecological strategy. Theoretical and managerial implications and directions for future research are also addressed.

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“…This causes the lungs to automatically take in more air on the in breath, which has a calming affect resulting from the intake of more oxygen (Manz et al 2016) relation between self-leadership training and better dealing with a heavy workload. For example, Goldsby et al (2020) suggest that self-leadership skills may help to moderate the perceived time pressure of nurses. Consequently, we imply that using the six emotional selfleadership skills not only holds promise as a direct performance-enhancing intervention but also will help to deal with heavy workload situations by enabling the handling of subjective feelings of work overload.…”

Section: The Relation Between Using Emotional Self-leadership Skills and Dealing With A Heavy Workloadmentioning

confidence: 99%

Transfer of Self-Leadership Skills Within the Dutch Police: a Three-Wave Study

Botke

Tims

Khapova

et al. 2021

J Police Crim Psych

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This three-wave study examined the training-to-work transfer process of a self-leadership skills training programme for crime scene investigators working for the Dutch police force. The transfer process is complex and depends on numerous factors. Two important steps forward are taken in the present study. First, we take into account all transfer steps in one study to gain insights into the transfer process, and second, by being specific about the work situation in which transfer outcomes should occur, we address the “criterion problem” that is often mentioned in transfer research. Based on the Ability Motivation Opportunity model, we hypothesised that the posttraining transfer process starts with being motivated to transfer and that this motivation increases the use of self-leadership during work. Another aspect that may facilitate the use of trained skills is supervisor support, as it offers opportunities to use self-leadership skills during work. In turn, self-leadership skills at work were hypothesised to lead to increased work performance. We tested our transfer model in two different work situations experienced by crime fighters. Our findings show that the use of self-leadership skills is positively related to the detached concern of crime fighters in specific situations. Additionally, our findings show that the use of self-leadership skills mediates the relation between the motivation to transfer and work performance in specific situations. Finally, our findings show that including different transfer steps (i.e. the motivation to transfer, use of skills, and performance), different performance measures, and different work situations in the transfer process provides more insight into when and how transfer-to-work after training occurs. These findings suggest that if organisations aspire to improve such transfer, then they should be specific about the intended posttraining behaviours and performance and the situations in which these outcomes should emerge.

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Under Pressure: Time Management, Self-Leadership, and the Nurse Manager

Cited by 36 publications

References 93 publications

Core Self-Evaluations, Self-Leadership, and the Self-Serving Bias in Managerial Decision Making: A Laboratory Experiment

Core Self-Evaluations, Self-Leadership, and the Self-Serving Bias in Managerial Decision Making: A Laboratory Experiment

Management Styles and Decision-Making: Pro-Ecological Strategy Approach

Transfer of Self-Leadership Skills Within the Dutch Police: a Three-Wave Study

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