Exploring the impacts of personal factors on self-leadership in a hospital setting
Article first published online: 4 JUN 2013
Copyright © 2013 John Wiley & Sons, Ltd.
The International Journal of Health Planning and Management
Volume 30, Issue 1, pages 3–13, January-March 2015
How to Cite
2015), Exploring the impacts of personal factors on self-leadership in a hospital setting, Int J Health Plann Mgmt, 30, 3–13doi: 10.1002/hpm.2199, , , and (
- Issue published online: 16 MAR 2015
- Article first published online: 4 JUN 2013
- Manuscript Accepted: 12 MAY 2013
- Manuscript Revised: 11 MAR 2013
- Manuscript Received: 24 JAN 2013
- personal traits;
Self-leadership may be defined as a self-effecting process that individuals experience by maintaining the motivation they require for fulfilling their roles and duties. The self-leadership process comprises three key strategies: behaviour-oriented strategies, natural reward strategies and constructive thought pattern strategies. What is intended herein is to inquire about the implementation of self-leadership within organisations and to examine the effects of such variables as age, gender, total terms of employment, marital status and education on self-leadership strategies. The primary data collection instrument was a survey distributed to 450 personnel working at a state hospital in Kırıkkale, Turkey, and feedback thereto was received from 308 (68.4%) of those surveyed. As a result of the findings taken from the analyses, age, total terms of employment and receipt of education in leadership affect the use of self-leadership strategies. Although age and total terms of employment display a negative-directional correlation with the self-leadership strategies, female employees and those who receive education in leadership are more inclined towards self-leadership strategies. Copyright © 2013 John Wiley & Sons, Ltd.