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"At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him. It's the inner core, the source, of a leader's outer leadership effectiveness." (Scouller, 2011). The idea is that if leaders want to be effective they must work on all three levels in parallel.
Self-leadership is a process that occurs within an individual. [157] [need quotation to verify] Self-leadership is having a developed sense of who you are, what you can achieve, and what are your goals are, coupled with the ability to affect your emotions, behaviors, and communication. At the center of leadership is the person who is motivated ...
Personal effectiveness is a branch of the self-help movement dealing with success, goals, and related concepts. Personal effectiveness integrates some ideas from “the power of positive thinking” and positive psychology but in general it is distinct from the New Thought Movement. A primary differentiating factor is that Personal ...
Creativity has been proposed as an important component of effective leadership. A significant relationship was found between creativity and leader effectiveness (r = .31). [25] Achievement motivation (Distal - Motive/Value) The motivation to achieve has been proved to have significant relationship with leader effectiveness (r = .23). [10] Need ...
Leader development is described as one aspect of the broader process of leadership development (McCauley et al., 2010). Leadership development is defined as the expansion of a group's capacity to produce direction, alignment, and commitment (McCauley et al.), in contrast to leader development which is the expansion of a one's ability to be effective in leadership roles and processes.
Because self-efficacy is developed from external experiences and self-perception and is influential in determining the outcome of many events, it is an important aspect of social cognitive theory. Self-efficacy represents the personal perception of external social factors.
However, the effectiveness of transformational leadership varies by the situational contexts. For example, it can be more effective when applied to smaller, privately held firms than complex organizations based on its outreach effect with members of the organization. [23]
The research concluded that there is no single "best" style of leadership, and thus led to the creation of the situational leadership theory, which essentially argues that leaders should engage in a healthy dose of both task-oriented and relationship-oriented leadership fit for the situation, and the people being led.