Self‐leadership and team members' work role performance

Abstract

Purpose The purpose of this present study is to extend previous research on self‐leadership by investigating the relationship between self‐leadership and work role performance of team members, including individual task and team member proficiency, adaptivity, and proactivity. Moreover, it aims to examine the moderating role of collectivism. Design/methodology/approach Organizational team members' self‐ratings of self‐leadership and six work role performance dimensions (i.e. individual task and team member proficiency, adaptivity, and proactivity, respectively) were collected in a cross‐sectional study and were analyzed using partial least squares modeling. Findings Results indicate positive relationships between self‐leadership and proficiency, adaptivity and proactivity directed both at the individual task and the team. Results also suggest that collectivism moderated the relation between self‐leadership and team member proficiency. Practical implications Managerial implications for personnel selection, leadership, training, and organizational development efforts are provided. Originality/value Previous research is extended by providing first evidence of self‐leadership's relationship with a differentiated set of individual task and team member work roles including adaptive and proactive performance aspects.