Essays on Overview of Self-Leadership, Goal Setting and Mission Statement Coursework

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The paper "Overview of Self-Leadership, Goal Setting and Mission Statement" is a great example of management coursework.   The changing work environments require that the workforce be an empowered team in terms of behavior and intellectual abilities since it will yield firm effectiveness. One way that organizations can transform into an empowered workforce is through self-leadership. Self-leadership is described as a process of influencing an individual to develop self-motivation and vital self-direction. Today, effective self- leadership practices by employees can result in a number of benefits, which include self-efficacy, mental performance, and job satisfaction.

The concept of self- leadership involves guiding oneself using mental and behavior methods. Behavior self-leadership methods involve self-observation and goal setting, control of antecedents to behavior for instance cues, revision of consequents to behavior, for instance, self-reinforcement and self-punishment, and in the task performed, finding natural rewards. Mental self-leadership methods involve evaluation and modification of self-dialogue, opinions and theories, mental metaphors, and an individual’ s thinking pattern. It is worth to note that effective self-leadership involves the coordinated efforts of an entire organization and its employees. As a result, effective self– leadership entails attaining a balance between emphasizing the cohesiveness organization and emphasizing the worth and character of every employee.

With no doubts, in this 21st century, self-led employees may offer the best blueprint for attaining employees and the firm’ s success (Manz & Neck, 2008). This paper provides an overview of self-leadership; an analysis of the practices that may impact self-leadership positively or negatively and why an organization may regard or disregard as well as examples of self-leadership effects for individuals and organization. An Overview of Self-leadership Self-leadership defines a process of self-influence by which employees attain the self-motivation and self-direction required to carry out their work and tasks (D’ Intino, Goldsby, Houghton, & Neck, 2007).

The theoretical concept of self-leadership is founded on social cognitive and learning theory. The theory of social learning describes the ways people can impact their self-motivation, behavior, and cognition. On the other hand, the theory of social learning explains that individuals and their environment relate repetitively, and the consequences of their behaviors serve as a genesis of motivation and information (Norris, 2008). Self-leadership describes the thinking pattern of self-leaders and how they act in regard to behavior motivational and cognitive.

According to Ricketts, Carter, Place and McCoy (2012), self-leadership strategies can be categorized into three classes, which are a natural reward, constructive thoughts and behaviour-focused strategies. Natural reward strategies assist individuals in forming features that are enjoyable and entertaining into their work such that the work itself becomes rewarding naturally. Primarily, natural reward boosts the feeling of competence, inherent motivation, and self-determination. Constructive thought strategy helps in developing an optimistic pattern of thinking, and it replaces negative, spiteful self-talk with positive self-talk.

Primarily, the strategy can alter the mode of thinking and influence outcome anticipation positively. Behavior- focused strategies are shaped to increase self-awareness that results in personal behavior management via techniques such as self-reward, self-cueing, self -goal setting self-punishment and self-observation. In essence, the application of self-leadership strategies enables control of perception and accountability, which influence performance outcome positively (Ricketts, Carter, Place & McCoy, 2012).

References

. Carter, H. S., Ricketts, K. G., & Place, N. T. (2012). A look inside: Self-Leadership perceptions of extension educators. Journal of extension, 20(5), 1. Retrieved from http://www.joe.org/joe/2012october/a3.php

DIntino, R. S., Goldsby, M. G., Houghton, J. D., & Neck, C. P. (2007). Self-Leadership: A Process for Entrepreneurial Success. Journal of Leadership and Organizational Studies, 13(4), 1-17. doi:10.1177/10717919070130040101

Klem. (2014). Leadership: Creativity and innovation, from AU-24. Retrieved from http://www.au.af.mil/au/awc/awcgate/au-24/au24-401.htm

Latouche, M. (2000). Leader shift: Collaboration in the 21st Century. Calgary: MLG Associates.

Neck, C. (2006). Self-leadership. Bradford: Emerald Group Pub.

Neck, C., & Manz, C. (2008). Mastering Self-Leadership: Empowering Yourself for Personal Excellence. Princeton: Recording for the Blind & Dyslexic.

Norris, S. E. (2008). An examination of self-leadership. Emerging Leadership Journeys, 1(2), 43-61.

Politis, J. D. (2005). The impact of self-management leadership on organisational creativity. Retrieved from http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0CCEQFjAA&url=http%3A%2F%2Fwww2.warwick.ac.uk%2Ffac%2Fsoc%2Fwbs%2Fconf%2Folkc%2Farchive%2Foklc5%2Fpapers%2Fh-1_politis.pdf&ei=eNU4Vb72MdLSoASKwYBg&usg=AFQjCNHfIsx2CAgixNnr_OAY9D3xRyg-BQ&sig2=Gq3cGZxfwLWLzobOJQq5Pg&bvm=bv.91427555,d.d2s

Thomas, T., Schermerhorn, J. R., & Dienhart, J. W. (2004). Strategic leadership of ethical behavior in business.Academy of Management Executive, 18(2), 58-62

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