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Advisor(s)
Abstract(s)
This study tests the hypothesis that self-leadership is positively related with employee adaptive
performance and job satisfaction in rapid change and unpredictable work environments. This assumption
was tested through a quasi-experimental study regarding the implementation of a self-leadership
training programme in the Private Banking department of an international bank. Change in private
bankers’ self-leadership, adaptive performance and job satisfaction was measured three times, over a
period of 8 months. During the fourth month of the training programme implementation, the bank
underwent an unexpected bailout. Fifty-two private bankers were randomly assigned to an experimental
group (n = 28) and to a control group (n = 24). The results showed an increase in self-leadership,
adaptive performance and job satisfaction for the experimental group, while job satisfaction decreased
for participants in the control group. Our findings suggest that change in the level of self-leadership is
positively related with change in the level of adaptive performance and job satisfaction over time. This
study presents new evidence that individual adaptive performance and job satisfaction can be
enhanced through self-leadership training. Self-leadership training can be used as a valuable tool to help organizations improve employees’ adaptive performance and job satisfaction, especially during organizational crisis.
Description
Keywords
Adaptive performance Job satisfaction Self-leadership Training
Citation
European Journal of Work and Organizational Psychology, 2018, 1-16 Doi: 10.1080/1359432X.2018.1551882
Publisher
Taylor & Francis