Exploring the impacts of personal factors on self-leadership in a hospital setting

UĞURLUOĞLU Ö., Saygili M., Ozer O., Santas F.

INTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, vol.30, no.1, pp.3-13, 2015 (SSCI) identifier identifier identifier

  • Publication Type: Article / Article
  • Volume: 30 Issue: 1
  • Publication Date: 2015
  • Doi Number: 10.1002/hpm.2199
  • Journal Indexes: Social Sciences Citation Index (SSCI), Scopus
  • Page Numbers: pp.3-13
  • Keywords: leadership, self-leadership, personal traits, hospital, JOB-SATISFACTION, STRATEGIES, PERFORMANCE, BEHAVIOR, WORK
  • Yozgat Bozok University Affiliated: Yes


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 Krkkale, 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 (c) 2013 John Wiley & Sons, Ltd.