Self–leadership, leadership styles, and employee engagement : testing moderation models (2015)
Type of ContentTheses / Dissertations
Degree NameMaster of Science
PublisherUniversity of Canterbury
AuthorsCrossen, Luke Scott Jamesshow all
The extent to which a leader engages in self-leadership strategies (behaviour-focussed strategies, natural-reward strategies, and constructive thought-pattern strategies) can influence how they lead others. The present research sought to develop an integrated model of self–leadership by examining the mediating influences of leadership style, and moderating effects of organisation formalisation, upon the relationship between self– leadership and follower engagement. The model was tested empirically by gathering self–ratings of self–leadership from 30 leaders, and ratings of leadership style, formalisation, engagement from a sample of 73 followers, from two large New Zealand organisations. Multi–level modelling was employed to analyse the nested data structure for followers (level 1) and leaders (level 2). Overall, the results suggest a positive relationship between a leader’s behaviour-focussed strategies and transformational leadership. Formalisation was not found to moderate the relationship between selfleadership and leadership style, but was found to relate significantly to idealised influence behaviour and individual consideration, and contingent rewards. Lastly, follower engagement was related positively to active leadership and related negatively to passive leadership. The results of the current research suggest that teaching behaviour-focussed strategies should be included within leadership development programmes. Lastly, self-leadership may be worthy of inclusion in future leadership models.