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European Journal of Applied Sciences – Vol. 12, No. 6
Publication Date: December 25, 2024
DOI:10.14738/aivp.126.17907.
Anika, A. A. & Level, R. T. (2024). Self–Leadership in the Context of Engaging in Professional Behaviour Change and Modification
(A Systematic Review Analysis). European Journal of Applied Sciences, Vol - 12(6). 499-511.
Services for Science and Education – United Kingdom
Self–Leadership in the Context of Engaging in Professional
Behaviour Change and Modification (A Systematic Review
Analysis)
Alice A. Anika
School of Humanities and Social Science, Department of Psychology,
Atlantic International University, Hawaii, USA
Rene T. Level
School of Humanities and Social Sciences, Department of Psychology,
Atlantic International University, Hawaii, USA
ABSTRACT
Despite the growing body of literature on self-leadership and behaviour change,
there remains a need for further consolidated review on the existing research
findings to provide a comprehensive understanding of the relationship between
self-leadership and professional behaviour modification. This systematic review
analysis aimed to fill this gap by synthesizing empirical studies that explored how
self-leadership influenced behaviour change in professional contexts, identifying
key themes, methodologies, and outcomes. The search was limited to peer- reviewed articles published in English from January 2000 to October 2023. The
objective of the article reviewed identified effective self-leadership strategies that
facilitate behaviour change in professional settings, the role of self-leadership in
overcoming barriers to change, Enhancement of motivation, and sustained
behavioural modifications and actionable insights for professionals frameworks
that support self-leadership and effective behaviour change initiatives. Study
Design applied the Preferred Reporting Items for Systematic Reviews and Meta- Analyses (PRISMA) guidelines to ensure a comprehensive and transparent
approach (Moher et al., 2009). Search Strategy used a systematic review across
multiple electronic databases, including PubMed, PsycINFO, Scopus, and Web of
Science. Data Extraction - Data were extracted from the selected articles using a
standardized form. Quality Assessment used Mixed Methods Appraisal Tool
(MMAT) (Pluye et al., 2011). Each study was rated based on criteria relevant to its
design, and studies were categorized as high, moderate, or low quality. Data
Synthesis applied narrative synthesis approach, common themes, patterns, and
gaps. The results were organized into key categories of the role of self-leadership
in motivation, goal-setting, and self-regulation. All studies were assessed for
informed consent and ethical treatment of participants. The analysis revealed that
self-leadership serves as a foundational framework for individuals seeking to
modify their professional behaviours. The review identified key themes; self- awareness, self-regulation and positive self-talk techniques as significant in
behaviour change and modification.
Keywords: Self-leadership, Behaviour change, Behaviour modification and Self- regulation
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Services for Science and Education – United Kingdom 500
European Journal of Applied Sciences (EJAS) Vol. 12, Issue 6, December-2024
INTRODUCTION
Self-leadership is a critical concept in the realm of personal and professional development,
emphasizing the importance of self-influence and self-regulation in achieving desired
outcomes (Neck & Houghton, 2006). It involves individuals taking proactive steps to manage
their thoughts, behaviors, and emotions to enhance their performance and well-being (Manz,
1986). In the context of professional behaviour change and modification, self-leadership plays
a pivotal role, as it empowers individuals to take ownership of their actions and foster a
mindset conducive to growth and adaptation (Houghton & Neck, 2002).
The need for effective behaviour change strategies in professional settings has gained
increasing attention, particularly in light of the rapidly evolving nature of work environments
and the demand for continuous improvement (Prochaska & Velicer, 1997). Professionals are
often required to adapt to new technologies, methodologies, and organizational cultures,
necessitating a shift in behaviours and attitudes (Kotter, 1996). Self-leadership provides a
framework for individuals to navigate these changes by promoting intrinsic motivation, goal
setting, and self-reflection (Neck et al., 2017).
Research has shown that self-leadership can significantly influence behaviour change
outcomes. For instance, individuals who practice self-leadership techniques, such as self-goal
setting and self-reward, are more likely to engage in positive behaviour modifications
(Houghton et al., 2015). Moreover, self-leadership fosters resilience and adaptability, enabling
professionals to overcome challenges and setbacks during the change process (Sosik &
Godshalk, 2000).
Despite the growing body of literature on self-leadership and behaviour change, there
remains a need for systematic reviews that consolidate existing research findings and provide
a comprehensive understanding of the relationship between self-leadership and professional
behaviour modification. This systematic review analysis aims to fill this gap by synthesizing
empirical studies that explore how self-leadership influences behaviour change in
professional contexts, identifying key themes, methodologies, and outcomes.
In other words, self-leadership is a vital component of professional behaviour change and
modification, offering individuals the tools and strategies necessary to navigate the
complexities of modern work environments. By examining the interplay between self- leadership and behaviour change through a systematic review lens, this study seeks to
contribute to the understanding of how self-leadership can be effectively harnessed to
facilitate professional growth and development.
Problem Description
In today's rapidly evolving professional landscape, the ability to adapt and modify behaviour
is crucial for success. Self-leadership, defined as the process of influencing oneself to achieve
self-direction and self-motivation (Manz, 1986), plays a pivotal role in facilitating professional
behaviour change. However, many individuals struggle with initiating and sustaining these
changes due to various internal and external barriers, such as lack of motivation, unclear
goals, and resistance to change (Prochaska & Velicer, 1997). Despite the growing body of
literature on self-leadership and behaviour modification, there remains a gap in
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Anika, A. A. & Level, R. T. (2024). Self–Leadership in the Context of Engaging in Professional Behaviour Change and Modification (A Systematic
Review Analysis). European Journal of Applied Sciences, Vol - 12(6). 499-511.
URL: http://dx.doi.org/10.14738/aivp.126.17907
understanding how these concepts interact and the specific strategies that can effectively
promote professional behaviour change. This systematic review aims to synthesize existing
research on self-leadership in the context of professional behaviour change, identifying key
themes, strategies, and outcomes that can inform practitioners and organizations seeking to
foster a culture of continuous improvement and adaptability.
Objectives of the Study
The primary objective of this systematic review is to analyze and consolidate the existing
literature on self-leadership as a mechanism for engaging in professional behaviour change
and modification.
(a) Identify effective self-leadership strategies that facilitate behaviour change in
professional settings.
(b) Highlight the role of self-leadership in overcoming barriers to change,
(c) Enhancement of motivation and sustained behavioural modifications.
(d) Provide frameworks that support self-leadership and effective behaviour change
initiatives.
THEORETICAL FRAMEWORK
This article reviewed the theories that build and explains the frame work which gives a
backbone for Self-leadership as an anchor upon which directional behaviour is more guided to
achievable goals. Self - leadership is a critical construct in understanding how individuals can
effectively engage in behaviour change and modification within professional settings. This
theoretical framework aims to explore the mechanisms through which self-leadership
influences professional behaviour change, drawing on various psychological and
organizational theories. The systematic review analysis will synthesize existing literature to
elucidate the relationship between self-leadership and behaviour modification in professional
contexts.
Self-Leadership Theory
Self-leadership, as defined by Manz (1986), as the process through which individuals
influence themselves to achieve the self-direction and self-motivation necessary to perform
effectively. This theory posits that individuals can take charge of their own behaviour through
self-observation, self-goal setting, self-reward, and self-cueing (Neck & Houghton, 2006). The
self-leadership framework is grounded in Bandura's (1997) social cognitive theory, which
emphasizes the role of self-efficacy in behaviour change. High self-efficacy enhances an
individual's belief in their ability to execute behaviours required to produce specific
performance attainments, thereby facilitating professional behaviour change.
The Role of Self-Regulation
Self-regulation is a key component of self-leadership and is essential for behaviour
modification. According to Zimmerman (2002), self-regulated learning involves setting goals,
self-monitoring, and self-reflection, which are crucial for adapting professional behaviours.
The process of self-regulation allows individuals to assess their progress, adjust their
strategies, and maintain motivation over time (Schunk & Zimmerman, 2008). This cyclical
process is vital for sustaining behaviour change in professional settings, as it enables
individuals to respond to challenges and setbacks effectively.