Growing self-leaders: the role of motivating language

摘要

As innovation and knowledge increasingly drive the world economy, organizations must respond with initiatives that encourage employee self-direction - specifically goals and their own processes to attain them. Self-leadership (Neck and Manz, 2012) addresses how people embrace such intrinsic goals and strategies. Despite the well-supported benefits of self-leadership (Neck and Houghton, 2006), most employees do not call upon these nascent abilities. Furthermore, even when employees do adopt them, their individual goals may be only personally beneficial, or even harmful to the organization. Fortunately, managers can effectively use talk to develop valuable employee self-leadership skills and align the aspirations toward organizationally relevant goals with motivating language (ML) (Mayfield et al., 2015).