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Behavioral self-management—The missing link in managerial effectiveness

Fred Luthans, +1 more
- 01 Jun 1979 - 
- Vol. 8, Iss: 1, pp 42-60
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Self-Leadership: Toward an Expanded Theory of Self-Influence Processes in Organizations

TL;DR: In this article, an expanded self-leadership view is developed that includes self-imposed strategies for managing performance of tasks of low intrinsic motivational potential and self-influence that capitalizes on the "natural"/intrinsic motivational value of task activity.
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Self-regulation for managerial effectiveness: the role of active feedback seeking

TL;DR: The authors examined the feedback-seeking behavior of 387 managers as observed by their superiors, subordinates, and peers, and found that managers' tendency to seek negative feedback in their interactions with their superiors and peers was positively correlated with their performance.
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Self-Management as a Substitute for Leadership: A Social Learning Theory Perspective

TL;DR: In this article, the capability of the follower for self-management is discussed, where individuals manage their own behaviors by setting personal standards, evaluating their performance in terms of these standards, and self-administering consequences based on their self-evaluations.
Journal ArticleDOI

Two decades of self‐leadership theory and research: Past developments, present trends, and future possibilities

TL;DR: 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.
Journal ArticleDOI

Effects of self‐efficacy and post‐training intervention on the acquisition and maintenance of complex interpersonal skills

TL;DR: In this article, the authors examined the effects of self-efficacy and a two-stage training process on the acquisition and maintenance (i.e., retention) of complex interpersonal skills.
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Journal ArticleDOI

Leadership Reexamined: A Behavioral Approach

TL;DR: In this article, a behavioral model is presented that examines both the macro and micro contingencies affecting leader-subordinate behavior, including both overt and covert contingencies, and specific guidelines for a behavioral approach to the study and practice of leadership are provided.