Abstract
The purpose of this study was to examine how culture influences the use of self-leadership strategies among Hong Kong and Australian students. Results revealed that significant cultural differences were found for some dimensions of self-leadership strategies. Chinese students reported greater use of self-reward, relation-based natural reward, individual-oriented and social-oriented evaluation of beliefs and assumption, whereas Australian students reported greater use of self-goal setting, and self-cueing. However, no cultural differences were found for the use of self-punishment, positive self-talk, visualizing successful performance as well as task-based natural rewards. Implications and future research are also discussed.
Highlights
Over the past two decades, multi-national organizations have restructured, and moved toward decentralized, organic-type organizational structures [1] in response to the rapid changes in the business environment
Results revealed that significant cultural differences were found for some dimensions of self-leadership strategies
Since promotion-focused individualists are eager to see themselves in a positive manner, we propose that Australian students, who represent individualists, are more likely to lead themselves through the strategy of visualizing successful performance and positive self-talk
Summary
Over the past two decades, multi-national organizations have restructured, and moved toward decentralized, organic-type organizational structures [1] in response to the rapid changes in the business environment. People with high levels of capacity and skills in self-direction and self-influence should respond more successfully and effectively to the dynamic changes of organization structures and environments [2]. Self-leadership strategies are typically classified into three categories, namely behavior-focused strategies, natural reward strategies, and cognitive or thought pattern strategies [4]. Behavior-focused self-leadership involves using action-oriented strategies to accomplish tasks that are difficult or are neither enjoyable nor motivating. Natural reward strategies are designed to enhance intrinsic motivation for better performances by focusing one’s attention on the pleasant aspects of a given job and by engaging in job- or taskredesign to build in more enjoyable work activities [4,5]. Research on the use of self-leadership strategies has found it to be effective at enhancing performance in clinical, athletic, and educational settings [7], and in employment contexts [8]
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