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In this study, self-leadership strategy serves as a self-regulatory mediating mechanism of individual differences in predicting individual creativity because it is related to actions intended to lead their own goal-directed activities. The purpose of this paper is to explore the boundary conditions of the effect of regulatory focus on employee self-leadership behaviors.

Considering the contextual influence, cross-level moderating effect of empowering leadership on the relationship between the promotion (prevention) focus and self-leadership has been examined. The research data were collected from 441 employees of 65 work teams from three software companies located in Northern Taiwan. A time-lagged design by implementing three time surveys was applied to minimize potential problems of cross-sectional design. At Time 1, employees completed the measures of promotion focus, prevention focus, empowering leadership, and individual-level control variables. At Time 2, employees reported the extent of their self-leadership at work. In the final survey, team leaders assessed the individual employee creativity.

This study concludes several findings. When self-leading behavior-focused strategies are considered as mediators, the indirect relationships that promotion focus and prevention focus had with individual creativity were confirmed. As an influential team-level indicator, empowering leadership could moderate the relatedness between employees promotion-focused strategies and behavior-focused strategies that positively influenced on individual creativity.

In this study, responding to the call by De Stobbeleir et al. (2011) to examine how employees actively manage their creative performance, the author zoomed in on self-leadership strategies and how these strategies relate to actual creative performance.

The theoretical and practical criticality of self‐talk for leader success receives extensive multidisciplinary discussion, without a great deal of empirical research given the challenge of assessing actual self‐talk. The purpose of this paper is to advance research and theory on self‐leadership by examining leader self‐talk and its relationship to effectiveness and strain.

In total, 189 senior executives' self‐addressed, future‐oriented letters were collected. The executives wrote these letters to themselves for their own personal development; thus, the language used represented a form of naturally occurring self‐talk. Two types of self‐talk were coded: constructive and dysfunctional. Supervisor and direct report ratings of leadership of others and creativity and self‐ratings of job strain were collected.

Extensive variability among leaders in constructive self‐talk was found. Exemplars of constructive and dysfunctional self‐talk are presented. Constructive self‐talk positively related to effective leadership of others and creativity/originality as evaluated by subordinates and superiors and was negatively related to job strain. Dysfunctional self‐talk related negatively to creativity/originality.

In addition to illustrating the types of self‐talk used by leaders, research is extended by providing some of the first empirical evidence of how leaders' free‐flowing thoughts are related to their effectiveness and their overall well‐being, lending direct support to a principal proposition from the self‐leadership framework.

This study delves into the transformation of UAE-Israel relations, which transitioned from a long-term rivalry to a formal peace agreement in 2020. It aims to uncover the multifaceted elements that influenced both nations’ pursuit of bilateral negotiations, with a special emphasis on the role of unofficial collaboration.

Employing a case study approach, the research traces the evolution of the UAE-Israel ties, mapping their progression from covert collaborations to public accords. This exploration is set against a backdrop of political, economic, and societal factors that have historically characterized the broader Israel-Arab conflict. Real-world dynamics and theoretical constructs are analyzed in tandem to derive comprehensive insights.

Key drivers for the transformation of UAE-Israel relations included the threat from Iran, internal disturbances, economic stresses, and the strategic advantages of discreet diplomacy. Exogenous catalysts like the Covid-19 pandemic and Israel's annexation plans in 2019-2020 played pivotal roles, capitalizing on pre-existing covert collaborations and shared regional interests. Constructive strategies, notably inducements, effectively reshaped their adversarial relationship. The resultant U.S.-mediated agreement conferred strategic, security, economic, and diplomatic benefits to both parties. Importantly, the potency of conengagement conflict management strategy, especially when bolstered by exogenous factors and growing mutual interest, emerged as a game-changer in terminating longstanding rivalries.

This study offers a unique perspective on Israel-UAE relations, emphasizing the significance of covert engagements, inducements, and the innovative conengagement strategy in conflict resolution. By examining a relationship devoid of direct armed conflict, the research underscores the interplay of economic, political, and societal factors in reshaping rivalries. This case study serves as a testament to the potential for transformative change in enduring disputes when the right conditions and strategies align, supplementing conventional perspectives and offering valuable implications for policy and mediation initiatives in the Middle East.

This study examined the relationship between self‐leadership and personality through an analysis and comparison of hierarchical factor structures. Structural equation modeling techniques were used to examine several competing models combining the hierarchical factor structures of self‐leadership and personality. Model fit increased significantly through a progression of models that reflected increasingly greater distinction between self‐leadership skill dimensions and key personality traits. The best fitting model consisted of a hierarchical factor structure with three first‐order self‐leadership factors, three first‐order personality factors, and two correlated second‐order factors. Unexpectedly, the general second‐order factors of self‐leadership and personality were statistically indistinguishable. Nevertheless, these results seem to provide some initial evidence that self‐leadership dimensions are distinct from, yet related to, certain key personality traits. The implications of these results for future self‐leadership research and practice are discussed.

Strategic alliances involve uncertainty, interdependence, and vulnerability, which often create adverse situations. This paper seeks to understand how alliance managers respond to these adverse situations by examining the influence of four exchange variables on response strategies.

A scenario‐based experiment provides empirical support for a typology consisting of seven conceptually and empirically distinct response strategies: exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect.

The results indicate that economic satisfaction, social satisfaction, alliance‐specific investments, and the availability of attractive alternatives differentially and interactively affect response strategies.

The study offers two main contributions to alliance literature. First, the seven response strategies accurately represent reactions that alliance managers use to deal with adverse situations. Second, the study findings validate and extend previous alliance research by highlighting that a comprehensive response strategy typology is necessary to disentangle the effects of the four exchange conditions on response strategy use, which fosters theory development and managers' ability to manage their alliances effectively.

The study contributes to the process perspective on strategic alliances by highlighting the various response strategies that alliance managers use to deal with adverse situations and their antecedents.

The purpose of this paper is to contribute to a critical approach of the identification and rejection strategies in discourses and practices of a “global elite” of business leaders and managers.

A literature review of mainstream and more critical management and sociology literature on global or transnational elites and classes is presented. The identification and rejection discursive strategies of some (French) multinational corporations’ managers and internationalization agents are then empirically and qualitatively observed and analyzed.

The findings are interpreted under the following strategies: constructive strategies, reproductive and legitimizing strategies and exclusion strategies. Some members of the global elite deploy a cosmopolitan and welcoming discourse to not only identify legitimate members of that class but also turn this discourse into one of exclusion, that is, find ways through language, and practice, to exclude those they perceive as illegitimate.

Management research on global elites needs more critical thinking and reflexivity to avoid acting as a mere vector of global managerial doxa. Studying values, practices and reactions of other less “prestigious” classes confronted with those elites (small- and medium-sized enterprises’ entrepreneurs, individuals from emerging countries, etc.) may contribute to such perspective.

The paper shows that the literature (in management) often speaks very highly of global elites. It identifies some dynamics of power between members of that/those classes and individuals who intend to join them and thus provides explanations about the elite’s unwritten codes of conduct, pre-requisites for consideration and inclusion and shows how global classes/elites discursively legitimize and exclude others.

The purpose of this paper is to investigate the direct and indirect relationship between self-leadership strategies and career success, using self-efficacy as a mediator.

A quantitative methods approach was used to gather the data, using a sample of 418 registered individuals in sports organizations.

The results revealed that there is a significant relationship between self-leadership strategies and self-efficacy, and between self-efficacy and career success. Further, self-efficacy was found to fully mediate the relationship between the self-leadership and career success.

The paper provides an insight into the direct and indirect relationships between self-leadership and career success. In addition, this paper suggests future directions that researchers can undertake to advance self-leadership in the field of leadership research and the area of sport leadership.

Self-leadership has become an essential need today for most leadership roles in sport settings. The present study also advances self-leadership research in sport settings.

The purpose of this paper is to provide a thorough review of self‐leadership literature past and present, including a historical overview of how the concept was created and expanded as well as a detailed look at more recent self‐leadership research trends and directions. The paper also presents a theoretical and conceptual explanation and differentiation of the self‐leadership concept relative to other related motivational, personality, and self‐influence constructs.

Self‐leadership research and related literatures of motivation, personality and self‐influence are discussed and described in order to present the current state of the self‐leadership body of knowledge and to suggest future directions to explore and study.

It is suggested that self‐leadership is a normative model of self‐influence that operates within the framework of more descriptive and deductive theories such as self‐regulation and social cognitive theory.

While self‐leadership research composes an impressive body of knowledge, it is a domain of study that has been under‐investigated in some aspects, both empirically and conceptually.

This paper suggests several future directions that researchers can undertake to advance self‐leadership knowledge.

This paper fills a void in the organizational literature by reviewing the body of self‐leadership knowledge, by stating how self‐leadership is a distinctive theory in its own, and by presenting directions for future self‐leadership research.

Using a sample of male police officers in South Korea, the purpose of this paper is to examine whether police stressors revealed in the western literature are also applicable in the South Korean context.

Officers stationed at 16 frontline substations in a large metropolitan city reported the frequency with which they had been exposed to seven classes of police stressors and perceived somatization symptoms.

Work-family conflict and victimization at the hands of citizens were revealed as the significant predictors of officers’ stress-related somatization symptoms. Unlike western studies, the present study did not reveal moderating effects of coping strategies and social support. Stressors’ effects on somatization symptoms, however, were mediated by destructive coping strategies.

This study contributes to the comparative literature on police stress.

The purpose of this paper is to explore newcomers as active participants within their own socialization, through the influence of self-leadership on proactivity and subsequently organizational socialization and organizational commitment.

Data collected from 193 organizational newcomers (i.e. individuals within their first year at an organization) working in a variety of industries were examined within three serial mediation models in PROCESS.

The results of these analyses suggest that self-leadership influences organizational newcomers’ adjustment and subsequent commitment by assisting them in seeking organizational resources.

This study answers calls to explore both the mediating mechanisms through which self-leadership processes influence organizational outcomes and the complex relationships between human workplace interactions and the proximal and distal outcomes of socialization.

The findings indicate that organizational stakeholders should enhance the self-leadership abilities of newcomer, thereby easing the socialization burden on organizations.

This paper offers a novel framework (i.e. self-leadership) for understanding newcomer socialization and provides an encompassing model that recognizes individual capacities, communicative behaviors, adjustment and subsequent organizational attitudes.