Article in Group & Organization Management · January 014 citations reads 13,031 authors: Some of the authors of this publication are also working on these related projects

Discussion
As noted earlier, self-leadership research has been conducted mostly in 
Western cultures and primarily in the United States. Despite the growing aca-
demic interest in exploring the influence of culture on individuals’ use of self-
leadership strategies, empirical research on how self-leadership relates to 
employee outcomes in non-Western contexts has lagged behind. In this study, 
we extend research on self-leadership to the Chinese organizational context. 
Our findings supported five of the six hypotheses and suggested several con-
clusions. First, as hypothesized, the present study showed self-leadership 
behaviors were positively related to supervisor ratings and to job satisfaction, 
even after controlling for the effects of conscientiousness. However, self-lead-
ership was not significantly related to objective job performance. Second, the 
proposed moderating effects of job autonomy on the relationship between 
self-leadership and three work outcomes of supervisor performance rating, 
objective job performance, and job satisfaction were supported.
 by guest on July 31, 2014
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Ho and Nesbit 
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Theoretical Implications
The study extends self-leadership research to a Chinese work setting where 
existing social norms and role expectations for employee behaviors are 
typically different from American organizations. Specifically, the research 
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Supervisor Performnace
Ratin
g
Low
Self-leadership
High Job Autonomy
Low Job Autonomy
High
Figure 1. Effect of interaction between self-leadership and job autonomy on 
supervisor performance rating.
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Objective Performnace
Measure
Low
Self-leadership
High Job Autonomy
Low Job Autonomy
High