Two decades of self-leadership theory and research, Neck and Houghton (2006)

Abstract

Purpose – The 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/approach – Self-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.

Findings – It 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/implications – While 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 implications – This paper suggests several future directions that researchers can
undertake to advance self-leadership knowledge.

Originality/value – This 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.

Keywords Leadership, Empowerment, Motivation (psychology), Management techniques

Publication

Christopher P. Neck
Department of Management,
Virginia Polytechnic Institute and State University, Blacksburg,
Virginia, USA, and

Jeffery D. Houghton
Department of Management Science, Abilene Christian University,
Abilene, Texas, USA

Journal of Managerial Psychology

Vol.21 No4, 2006

pp. 270-295

Emerald Group Publishing Limited.