Self-leadership and self-control strength in the work context

Abstract

PurposeBased on the limited strength model, the purpose of this paper is to examine the relationship of self-leadership strategies (behavior-focused strategies, constructive thought patterns) and qualitative and quantitative overload with subsequent self-control strength.Design/methodology/approachThe present study is a field study with 142 university affiliates and two measurement occasions during a typical workday (before and after lunch). Self-control strength was measured using a handgrip task.FindingsHierarchical regression analyses revealed that self-leadership, quantitative overload, and qualitative overload were not directly associated with self-control strength at either of the two measurement occasions. Qualitative overload moderated the relationship between self-leadership and self-control strength, such that self-leadership was associated with lower self-control strength at both measurement occasions when individuals experienced high qualitative overload in the morning.Practical implicationsEmployees and employers should be aware of the possibly depleting characteristics of self-leadership in order to be able to create a work environment allowing for the recovery and replenishment of self-control strength.Originality/valueThe present field study theoretically and methodologically contributes to the literature on self-leadership and self-control strength in the work context by investigating the depleting nature of self-leadership and workload.