Abstract
Thought self-leadership involves employee self-influence through cognitive strategies that focus on individual self-dialogue, mental imagery, beliefs and assumptions, and thought patterns. A training intervention-based field study with a control group was undertaken to empirically examine the applicability of thought self-leadership in an organizational setting (of bankruptcy financial status), and the potential for cognitions to be self-controlled. Results suggested that individuals who received the thought self-leadership training experienced increased mental performance, positive affect (enthusiasm), job satisfaction, and decreased negative affect (nervousness) relative to those not receiving the training. Additionally, the trainees reported a strong and positive reaction to the training. Finally, those who received the training experienced enhanced perceptions of self-efficacy and more optimistic perceptions of the organization's bankruptcy condition than those not receiving the training.
Original language | English (US) |
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Pages (from-to) | 445-467 |
Number of pages | 23 |
Journal | Journal of Organizational Behavior |
Volume | 17 |
Issue number | 5 |
DOIs | |
State | Published - Sep 1 1996 |
Externally published | Yes |
ASJC Scopus subject areas
- Applied Psychology
- Sociology and Political Science
- Psychology(all)
- Organizational Behavior and Human Resource Management