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Thursday, 12 April 2012

The effect of self-leadership on work role performance in teams

The effect of self-leadership on work role performance in teams

  1. Kristina Hauschildt
  1. HIS Hochschul-Informations-System, Germany
  1. Kristina Hauschildt, HIS Hochschul-Informations-System GmbH, Goseriede 9, 30159 Hannover, Germany Email: hauschildt@his.de
  1. Udo Konradt
  1. University of Kiel, Germany

Abstract

This research examined the effect of self-leadership strategies on individuals’ work role performance in teams. Using an experimental policy-capturing design, self-leadership, task interdependence and situational uncertainty were manipulated in two studies. Moreover, the moderating effect of psychological collectivism orientation on the self-leadership performance relation was explored. Results from multilevel analyses revealed that in Study 1, self-leadership had a positive effect on individual task and team member work role performance. Study 2 replicated and extended these results by showing positive effects of self-leadership on individuals’ team member proficiency, adaptivity and proactivity in teams. Furthermore, collectivism orientation moderates the effect of self-leadership on team member proficiency. Implications of the findings are identified, limitations are discussed and areas for future research are proposed.
The effect of self-leadership on work role performance in teams

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