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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.

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

Body Language Getting Off to a Good Start -- Oral Assessment -- At a Job Interview -- On the Telephone Talking to Customers or Clients -- Asking the Boss for Something -- Showing Someone How to do Something -- In a Formal Meeting Chairing a Discussion -- Group In Front of a Group of People -- Media Interviews.

AbstractRegulation plays a vital role in reducing harms and promoting public order. However, regulatory reform has been likened to painting the Sydney Harbour Bridge, it never ends. Coupling this reality with the increasing array of areas requiring regulation, there is an acute need for regulators to become more effective in how they work. We discuss the leadership skills needed to ensure regulators consistently contribute to the creation of public value.Points for practitionersRegulators can be more effective when they appreciate their authorising environment and the factors which make that environment dynamic.Careful calibration of enforcement practices to the capabilities of those being regulated can reduce conflicts and improve outcomes.Regulators with good communication skills can do much to resolve apparently intractable disputes.