Self‐leadership

PD Pauline van Dorssen‐Boog
TV Tinka van Vuuren
JJ Jeroen P. de Jong
MV Monique Veld
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For measuring self‐leadership strategies, eight subscales from the Revised Self‐leadership questionnaire (Houghton & Neck, 2002) were selected: self‐observation (four items, e.g., ‘I usually am aware of how well I’m doing as I perform an activity’), self‐goal setting (five items, e.g., ‘I establish specific goals for my own performance’), self‐cueing (two items, e.g., ‘I use written notes to remind myself of what I need to accomplish’), self‐reward (three items, e.g., ‘When I do an assignment especially well, I like to treat myself to some thing or activity I especially enjoy’), self‐punishment (four items, e.g., ‘I tend to get down on myself in my mind when I have performed poorly’), evaluation thoughts and assumptions (four items, e.g., ‘I think about my own beliefs and assumptions whenever I encounter a difficult situation’), self‐talk (3 items, e.g., ‘Sometimes I find I’m talking to myself (out loud or in my head) to help me deal with difficult problems I face’), and natural rewards (five items, e.g., ‘I seek out activities in my work that I enjoy doing’ and ‘I focus my thinking on the pleasant rather than the unpleasant aspects of my job activities’). Furthermore, we used the scale for self‐leadership behaviour (Yun, Cox, & Sims, 2006; six items, e.g., ‘I solve problems when they pop up without always getting my supervisor’s stamp of approval’). Cronbach’s alpha’s were stable over time (T1 = .81; T2 = .87; T3 = .88).

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