Kombinationen höga krav, låg kontroll och lågt socialt stöd leder, enligt krav-kontroll-stöd modellen, till de högsta stressnivåerna. Självledarskap ger individen möjligheten att, genom en inre kontroll, återta kontrollen och minska stressnivåerna. Genom att använda sig av självledarskapsstrategier kan individen förändra sina tankemönster och ageranden för att på så vis förhoppningsvis förbättra sin stresshantering. Studiens syfte var att studera relationen mellan självledarskap, stress och arbetets uppbyggnad. Med arbetets uppbyggnad menas här kombinationen av krav, kontroll, stöd samt tydlighet. Totalt besvarade 107 deltagare, varav 69 kvinnor, en enkät. Analyserna visade på samband mellan stress och samtliga 4 arbetsmiljövariabler (krav, kontroll, stöd samt tydlighet), vidare på positivt samband mellan självledarskapsvariabeln självbestraffning och stress samt positiva samband mellan strategigruppen naturliga belöningar och 2 av arbetsmiljövariablerna. Hypotesen, att goda självledarskapskunskaper medför bättre stresshantering, fick dock inte stöd. Det behövs ytterligare forskning för att tydliggöra sambanden mellan självledarskap, stress och arbetsmiljö, exempelvis genom experimentella studier.

This study examined the relationship between self-leadership and personality through an analysis and comparison of hierarchical factor structures. More specifically, this study examined the relationships between the self-leadership dimensions of behavior-focused strategies, natural reward strategies, and constructive thought strategies, and the personality dimensions of extraversion, emotional stability, and conscientiousness. The results of the study provide evidence that the self-leadership dimensions are distinct from, yet related to, the specified personality traits. The hypothesis that self-leadership strategies are distinct from the selected personality traits was supported through structural equations modeling analyses examining competing models combining the hierarchical factor structures of self-leadership and personality. Model fit increased significantly through a progression of models that showed increasingly greater distinction between self-leadership dimensions and personality traits. The best fitting model in the progression, in harmony with both self-leadership and trait personality theory, consisted of a hierarchical factor structure with three first order self-leadership factors, three first order personality factors, and two correlated second order factors (i.e., self-leadership and personality). Furthermore, intercorrelations were greater within the self-leadership dimensions than between the self-leadership dimensions and the personality traits, thus providing additional evidence of differentiation. Although the evidence indicates that self-leadership skill dimensions are unique with respect to personality traits, these results also suggest that self-leadership and personality factors are nevertheless significantly related. Specifically, both extraversion and conscientiousness were significantly related to all three self-leadership dimensions, while emotional stability was significantly related only to the natural rewards strategies dimension. In summation, the results of this study suggest that self-leadership represents a distinct constellation of strategies that are significantly related to certain key personality traits. The implications of these results for future self-leadership research and practice are discussed. / Ph. D.

Due to globalization and increasing complexity within the business environment, teams have become a way of life for many organizations in order to generate higher performance and sustain competitive advantage. Organizations, however, may fail to fully benefit from teams despite all the investment and efforts that they make. Herein, we believe that a possible way to cope with these failures might be establishing an understanding that individuals’, particularly team members’ need for autonomy within teams through accomplishing self-discipline and managing their emotions and behaviors. Therefore, our purpose in this study is to investigate the relationship between individuals’ emotional intelligence and their self-leadership ability in the context of team performance. In line with this purpose, we find plausible to employ conceptual research approach in order to build an integrated and logical model, with proposed hypotheses, which could be used as a departure point for the researchers and their empirical studies in the future. Through this model, we argue that individuals’ emotional intelligence has a positive impact on the self-leadership ability and its three strategies, which are behavior focus strategy, natural reward strategy, and constructive thought patterns strategy, by managing and regulating one’s own and other’s emotions. Hence, as suggested, the association of emotional intelligence and self-leadership can influence team communication, team trust, team learning and team creativity positively thus it may enhance the overall team performance.

Utvecklingen som präglat samhället har lett till att verksamheter anpassar sina strategier, för att hantera de förändrade arbetsvillkoren.  I och med  att samhället ständigt förändras, förändras också arbetsrutiner samt arbetssätten. Det som  tidigare  inte var vanligt är numera vanligt, chefen kliver åt sidan då det finns andra verktyg som kan ersätta chefen. Studiens syfte är att undersöka anställdas självledarskapsstrategier men även chefens påverka på de anställdas vardagliga arbeten. Därmed uppnår studien en djupare förståelse för självledarskap för att sedan se om dagens arbetsmarknad är redo att applicera teorin till verkligheten utifrån anställdas perspektiv. Två forskningsfrågor presenteras i studien för att kunna nå fullheten av självledarskap samt empowerment. Studien uppfyller sitt syfte genom att följa en kvalitativ forskningsmetod med en abduktiv ansats. Studiens empiri har samlats in genom 12 semistrukturerade intervjuer. Utifrån de djupgående intervjuer med anställda har viktig information kunnat sammanställas för att analyseras och tolkas. Det har även ökat förståelsen för självledarskap utifrån de anställdas perspektiv.    Resultatet som studien har kommit fram till är att anställda följer beteendefokuserade strategier och chefen påverkar anställdas arbete till en viss grad, då en chef behövs för att vara motiverande, bidra med konstruktiv feedback och administrera. Även om några respondenter uttryckte att chefens närvaro inte är viktig, kan det konstateras att chefen behövs för att arbetet ska fungera. Genom studien har även slutsatsen kunnat dras att den svenska arbetsmarknaden bör applicera självledarskap i praktiken för att kunna uppnå bättre resultat och större engagemang hos de anställda. / The thesis of the study is to examine employees´ self-leadership strategies, and the manager's influence on the employees' everyday work. This study achieves a deeper understanding of self-leadership to then see if today's companies in Sweden are ready to apply the theory to reality, throughout the perspective of employees. Two research questions are presented in the study to achieve the understanding of self-leadership and empowerment. The study fulfills its purpose by following a qualitative research method with an abductive approach. The empirical study has been collected through 12 semi-structured interviews.   The result that the study has come to is that employees follow behavior-focused strategies, and managers influence  employees' everyday work  to a certain degree. Through the study, it has also been possible to draw the conclusion that the Swedish companies should apply self-leadership to achieve better results and greater commitment among employees.

Drawn on a self-concept theory, this study hypothesized that self-leadership partly mediated between charismatic leadership and organizational commitment and self-leadership fully mediated between private self-consciousness and organizational commitment. The results indicated that charismatic leadership and private self-consciousness were positively related to self-leadership. The predictive validity of private self-consciousness for self-leadership was greater than the one of charismatic leadership. Moreover, the influence of charismatic leadership on identification or internalization was partly mediated by self-leadership. The influence of private self-consciousness on identification was fully mediated by self-leadership. However, the effect of private self-consciousness on internalization was not transmitted by self-leadership. The surprising result was explained and interpreted as evidence for the distinction between internalization and identification. Finally, further research was encouraged to identify and assess alternative subordinate processes in relation to the activation of individual and collective identity by charismatic leaders.

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In this research, we have investigated the entrepreneur and how he or she can use self-leadership in order to exercise leadership. An entrepreneur is a global phenomenon and entrepreneurship is part of it, in both as being developed or underdeveloped. On how entrepreneurs engage with passion in the creation of a business venture is something that is somehow similar for each individual despite the different nationalities. However, how he or she develops the needed tools and develops leadership skills to conduct his or her business venture. To study this, we have conducted a qualitative content analysis with interviewees who are entrepreneurs either from Brazil or India to investigate on how being an entrepreneur can benefit through self-leadership. We therefore derived from the existing construction of self-leadership and its dimensions in order to use the abductive approach in the qualitative content analysis. We have therefore collected data through semi-structured interviews. Then we analyzed the content of the answers and linked the emerging data to the existing literature review on the entrepreneur and self-leadership. Furthermore, we analyzed how an entrepreneur can benefit him or herself from self-leadership as an individual and how he or she can use it in order to develop leadership skills. Our findings link the literature of the entrepreneur as an individual and his or her use of self-leadership in order to achieve and succeed.

Magister Curationis - MCur / Clinical research nurses are at the frontline of clinical research. They act as nurse leaders in the area of patient-orientated research. This leadership role requires that they work independently with limited support from other nurses. The nursing practice of clinical research nurses’ associates patient care with research protocols, administration duties, management responsibilities, and role specific authority. At hospitals in the Western Cape, clinical research nurses support principal investigators in the conducting of clinical research. It was unclear how clinical research nurses in nursing units in southern suburbs, Cape Town, Western Cape Province experienced their self-leadership role in nursing practice. The aim of the study was to explore and describe the experiences of clinical research nurses’ self- leadership role in nursing practice in nursing units in the southern suburbs of Cape Town, Western Cape. In this study; a phenomenological, exploratory, descriptive, and contextual design was followed. The population consisted of all the clinical research nurses (n = 22) at Western Cape hospitals and health care institutions in the southern suburbs. Purposive sampling was applied according to selection criteria. Unstructured individual interviews were conducted until data saturation occurred. These interviews took place at a private office in the southern suburbs of the Cape Town and lasted between 45 minutes and an hour. Observation and field notes were taken during the interviews. Data was analysed by using open coding and data triangulation. The researcher applied Lincoln and Guba’s (1985) model of trustworthiness. Four themes and twenty one categories emerged from the data analysis. The findings emphasised that the clinical research nurses’ experienced their self-leadership role in nursing as an evolutionary process. The evolutionary role required that they needed to develop strategies with the aim of surviving the initial tedious and daunting phase that facilitated the development of skills needed for collaborative partnerships with stakeholders. As her general confidence increased, the clinical research nurse would be able to recognise her professional attributes and use self-leadership behaviour to enhance her daily practice. Appropriate self-leadership behaviour would assist the clinical research nurse to successfully navigate the complex, dynamic clinical research environment. Guidelines were developed from the four themes that were the result of the data analysis; namely the initial tedious and daunting phase, working in pursuit of collaborative action, personal traits of the clinical research nurse, and self-leadership behaviour. The UWC Higher Degree Committee at the Faculty of Community and Health Sciences and the Senate Research Committee respectively approved this research project. No risks were anticipated for participants in the study.

Title: Emotional intelligence and self-leadership in connection to leadership effectiveness: A study made on more and less profitable organisations within the retail industry.  Authors: Annie Gunnarson and Emilia Törn Level: Master Thesis, 30 credits Keywords: Leadership effectiveness, Emotional intelligence, Self-leadership Background: The rate of change in society has never been higher than now, which has created a demand for effective leaders. Leadership effectiveness has been studied in different areas and two of them are emotional intelligence and self-leadership. However, these two concepts have only been studied separately within the area of leadership effectiveness and the employees view in combination with the leaders’ view is something that has been overlooked within the area. Research question: How do leaders and employees work with emotional intelligence and self-leadership within the area of leadership effectiveness? Purpose: The purpose with this thesis is to, within the area of leadership effectiveness, explain and describe how leaders and employees are working with emotional intelligence and self-leadership. This, with examples from more or less profitable organisations within the retail industry. Method: A qualitative approach has been used within this thesis, where seven interviews were conducted. These interviews were conducted with both leaders and employees from more or less profitable organisations within the retail industry. Theoretical framework: The framework consists of three main concepts: Leadership effectiveness, emotional intelligence and self-leadership. Within these areas there are some subcategories that are presented in order to get an understanding of the concepts. The chapter ends with a model that explains the connections between the concepts. Findings: All companies work with emotional intelligence and self-leadership in the area of leadership effectiveness, although they work with different aspects in various degrees. Additionally, there are similarities to be found between leaders and employees from different companies. Finally, the authors conclude that there are no findings in this thesis that suggest that there is a connection between emotional intelligence, self-leadership and profit margins.

When Covid-19 arrived, the rapidly accelerating transformation in the commercial sector faced a significant challenge. The circumstances of the pandemic helped to further show that it is possible for many employees to work remotely. The outcome of this transition is now obvious because more people than ever before work remotely or in hybrid arrangements. There has not been immensely much research completed on the remote working environments, which leaves questions to be asked. For example, whether employees are provided with the tools they need to efficiently perform their work? More importantly, is there a risk that people get distanced from their employer and lose their loyalty towards the company? If so, there is a big responsibility to be had as a leader and manager to maintain the employees loyalty and to keep them feeling as an important part of the company. Furthermore, in a remote working environment there is a bigger gap in social interaction between colleagues and towards the company overall, this in turn makes a great risk for forgetting, or missing the brands values, vision and culture. Can that gap lead to employees feeling even more disconnected from their employer?The relevance of managers' presence and their capacity to keep staff motivated when they are working remotely has been emphasized in prior research on the topic. Additionally, it has been discovered that self-leadership plays a crucial role in maintaining motivation and productivity while working remotely. Studies have also shown that working remotely improves job satisfaction, flexibility, and work-life balance, which all lower stress. We observed that the relationship between empowering leadership, self-leadership, and internal branding was absent from earlier study. What we saw missing from previous research is the connection between empowering leadership, self-leadership and internal branding. Therefore, the purpose of our study is to develop a deeper understanding of the influence empowering leadership has on self-leadership and internal branding in remote working environments.To answer this we develop our research question which reads; "How does empowering leadership impact self-leadership and internal branding in remote environments?". We decided to carry out qualitative research in order to be able to respond to our inquiry. Eight employees who work remotely roughly half the time participated in semi-structured interviews.According to the study's findings, employees saw remote work as beneficial, and working from home had no negative effects on their productivity. Remote work produced positive results, for example less stress. Additionally, the study showed how employees attitude and loyalty to the company could be benefitted by granting them more autonomy and control over their work. However, the study also found that the coherence to coworkers was thought to be the most negative aspect of remote work. However, it could potentially be avoided by applying concepts from empowering leadership and internal brandingtheories.