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Self-leadership is a normative or prescriptive model of empowering employees. There is no single psychological theory that accounts for the way it operates. The manuscripts in this e-book are intended to create some new excitement regarding self-leadership research. They are filled with propositions that should encourage researchers to pursue this topic in more depth and cover a breadth of literature such as self-regulation and creativity. This e-book aims to highlight scale development processes and urge others to follow this research agenda

Utilizes the groupthink framework to analyse successive decisions made by the same group of senior executives of the National Broadcasting Company (NBC). These decisions related to NBC's flagship late‐night television show, The Tonight Show. Based on this analysis, presents an enhanced groupthink framework that attempts to highlight why defective decision making occurred in one decision‐making situation but not in another consecutive decision. Concludes that the answer lies in the presence of group isolation from qualifed experts and the specific leaders' behaviours of stating a preferred decision choice and not encouraging member opinions.

PurposeThe purpose of this paper is to provide a thorough review of self‐leadership literature past and present, including a historical overview of how the concept was created and expanded as well as a detailed look at more recent self‐leadership research trends and directions. The paper also presents a theoretical and conceptual explanation and differentiation of the self‐leadership concept relative to other related motivational, personality, and self‐influence constructs.Design/methodology/approachSelf‐leadership research and related literatures of motivation, personality and self‐influence are discussed and described in order to present the current state of the self‐leadership body of knowledge and to suggest future directions to explore and study.FindingsIt is suggested that self‐leadership is a normative model of self‐influence that operates within the framework of more descriptive and deductive theories such as self‐regulation and social cognitive theory.Research limitations/implicationsWhile self‐leadership research composes an impressive body of knowledge, it is a domain of study that has been under‐investigated in some aspects, both empirically and conceptually.Practical implicationsThis paper suggests several future directions that researchers can undertake to advance self‐leadership knowledge.Originality/valueThis paper fills a void in the organizational literature by reviewing the body of self‐leadership knowledge, by stating how self‐leadership is a distinctive theory in its own, and by presenting directions for future self‐leadership research.

While the attention to workplace spirituality is growing, there is debate as to what exactly this term "spirituality" means. There seems to be multiple views of workplace spirituality. It could be argued that there are different definitions for the meaning of "spirituality" due to the very strong personal nature of the word itself. We argue that this multiple view of spirituality is a positive thing for organizations if managers attempt to understand differing spiritual views and also encourage all views within an organization. In this paper, we summarize the different perspectives of spirituality, discuss the benefits of encouraging spirituality within organizations, and examine different perspectives of implementing a spirituality‐based culture within firms.

This article reviews the research on groupthink and analyzes the results and identifies areas of inconsistency. Based on these analyses and integration of research on the effects of time pressure on group decision making, a revised groupthink framework is presented. The revised framework alters the role of the leader, adjusts the linkages between groupthink antecedents and symptoms, and focuses attention on the importance of time pressure and methodical decision-making procedures on the prevention of groupthink. The revised framework attempts to correct a fundamental flaw of Janis' (1983) model - that is, to explain why within the same group, groupthink can occur during one decision-making situation and not another.

Despite the popularity and potential of self‐leadership strategies in modern organizations, no acceptably valid and reliable self‐leadership assessment scale has heretofore been developed. The present study tests the reliability and construct validity of a revised self‐leadership measurement scale created on the basis of existing measures of self‐leadership. Results from an exploratory factor analysis (EFA) demonstrate significantly better reliability and factor stability for the revised scale in comparison to existing instruments. Further, results from a confirmatory factor analysis (CFA) utilizing structural equation modeling techniques demonstrate superior fit for a higher order factor model of self‐leadership, thus providing evidence that the revised scale is measuring self‐leadership in a way that is harmonious with self‐leadership theory. Based on these results, the revised scale appears to be a reasonably reliable and valid instrument for the measurement of self‐leadership skills, behaviors, and cognitions. Implications for future empirical self‐leadership research are discussed.

By more closely examining the structural "support" necessary to enhance corporate entrepreneurship ‐ that is, to enhance the entrepreneurial behaviors of a firm's employees ‐ firms may increase their success with innovation. We specifically suggest that enabling employees to detect, facilitate and pursue opportunities while fostering an organic, organizational structure with shared vision and values increases a firm's breadth and depth of commercialized innovations. Our rationale for these proposed relationships, as well as suggestions for implementing an entrepreneurial corporate structure, are presented.

Proposes a new sort of learning process ‐ power‐point learning ‐ that goes beyond the traditional "teaching". It involves a learning process that aims at satisfying the primary needs of the most important customers involved ‐ the learners. Suggests that one effective method of fulfilling these student needs is through a SuperLeadership approach.

An important but commonly overlooked issue in field research design
is the balance of costs and benefits for academic researchers and
organizations (and their members) in which research is conducted.
Addresses the potential for the researcher and the organization to form
a research team from whose work both parties benefit. Based on an actual
quantitative field research study, suggests an approach to field
research which includes mechanisms for creating such a win/win situation
through innovative use of traditional methods.

Self‐managing teams have been credited with many positive payoffs.
These include increased quality, productivity, employee quality of work
life, and decreases in absenteeism and turnover. Significant attention
has been devoted to the actual benefits derived from these group
applications. What is typically lacking is exploration of the
road‐blocks to self‐managed team success. Examines an important
challenge to SMT success – the threats that groups face when
making decisions. Notable evidence indicates that cohesive groups (such
as self‐managing teams) tend to create internal pressures towards
conformity that interfere with constructive critical analysis and
ultimately lead to dysfunctional decisions. The term groupthink has been
coined for this process that threatens effective group decision making.
Addresses this challenge in some detail. In particular, proposes a new
effective group condition – teamthink – a group
decision‐making process that enables groups to make effective decisions
while avoiding the pitfalls of groupthink.

Offers a number of insights into the nature of spirituality in
organizations and how employees can gain greater spirituality and
purpose in their work. Specifically, proposes that a recent leadership
theory, thought self‐leadership, can assist employees in influencing or
leading themselves towards experiencing more spirituality in their
organizational life.

Groups have been subject to a number of weaknesses and problems that interfere with their effectiveness. One notable destructive group tendency has been labeled "groupthink"-a defective decision-making process afflicting highly cohesive and conforming groups (Janis, 1972, 1983). One contemporary type of group that appears particularly vulnerable to groupthink is the self-managing or self-directing team (Manz & Sims, 1982). In this article we examine the vulnerability of self-managing teams to groupthink and propose a theory regarding the establishment of constructive synergistic team thinking and problem solving-"teamthink."

This study investigates the relationships between the external influence of leader motivating language (ML), each of the major dimensions of self-leadership (SL)—behavioral strategies, constructive thoughts strategies, and natural rewards strategies—and their respective links with the outcomes of employee job satisfaction, performance, and intent-to-stay, using a partial least squares structural equation model. In addition, we look at the direct relationships between ML and SL with the same outcomes in separate analyses. Based on a large, diverse sample, results suggest that ML in conjunction with SL has strong, positive relationships with employee job satisfaction, performance, and intent-to-stay. Furthermore, a partially mediated model of ML affecting SL shows positive links with all three aspects of SL and the outcome variables of performance, job satisfaction, and intent-to-stay. For the SL dimensions, behavioral strategies were positively and significantly linked with job satisfaction; natural rewards strategies were positively and significantly related to job satisfaction, intent-to-stay, and job performance; and constructive thoughts strategies were significantly and positively associated with job satisfaction and intent-to-stay. These findings validate previous research and uncover new knowledge about ML and SL in organizational context.