Search
  Advanced Search
 
Journal search
Journal cover: Leadership & Organization Development Journal

Leadership & Organization Development Journal

ISSN: 0143-7739
Incorporates: Participation and Empowerment: An International Journal

Online from: 1980

Subject Area: Organization Studies

Content: Latest Issue | icon: RSS Latest Issue RSS | Previous Issues

Options: To add Favourites and Table of Contents Alerts please take a Emerald profile

Previous article.Icon: Print.Table of Contents.Next article.Icon: .

Self-leadership behavioural-focused strategies and team performance: The mediating influence of job satisfaction


Document Information:
Title:Self-leadership behavioural-focused strategies and team performance: The mediating influence of job satisfaction
Author(s):John D. Politis, (Higher Colleges of Technology, Dubai, UAE)
Citation:John D. Politis, (2006) "Self-leadership behavioural-focused strategies and team performance: The mediating influence of job satisfaction", Leadership & Organization Development Journal, Vol. 27 Iss: 3, pp.203 - 216
Keywords:Empowerment, Job satisfaction, Leadership development, Self-development, Team performance
Article type:Research paper
DOI:10.1108/01437730610657721 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Abstract:

Purpose – Examines the relationship between the dimensions of self-leadership behavioural-focused strategies, job satisfaction and team performance. It also evaluates the extent to which job satisfaction mediates the influence of self-leadership behavioural-focused strategies on team performance.

Design/methodology/approach – Involves a questionnaire-based survey of employees from a manufacturing organisation operating in Australia. A total of 304 useable questionnaires were received from employees who are engaged in self-managing activities. These were subjected to a series of correlational and regression analyses.

Findings – There are three major findings in this research. First, the relationship between self-leadership behavioural-focused strategies and job satisfaction is direct, positive and significant. Second, the relationship between job satisfaction and team performance is positive and significant. Finally, the results have clearly shown that job satisfaction mediates the relation between self-leadership behavioural-focused strategies and team performance.

Research limitations/implications – The cross-sectional nature of the study renders it vulnerable to some problems so that future studies should measure self-leadership behavioural-focused strategies, job satisfaction and performance using longitudinal data and/or data from multiple sources.

Practical implications – The study suggests that organisations emphasising empowerment should utilise training programs aimed at developing employees' self-leadership behavioural-focused strategies that focus on self-assessment, self-reward and self-discipline.

Originality/value – The paper is the first to examine self-leadership behavioural-focused strategies influences through a covariance structure analysis. It also clarifies the mediating affects of job satisfaction on the self-leadership behavioural-focused strategies/team performance relationship.



Fulltext Options:

Login

Login

Existing customers: login
to access this document

Login


- Forgot password?
- Athens/Institutional login

Purchase

Purchase

Downloadable; Printable; Owned
HTML, PDF (133kb)Purchase

To purchase this item please login or register.

Login


- Forgot password?

Recommend to your librarian

Complete and print this form to request this document from your librarian


Marked list


Bookmark & share

Reprints & permissions