مدیریتی- آمنه مالمیر

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Evaluation of self-leadership statue and providing solutions to improve the self-leadership statue
(Payam Noor university- kermanshah branch case study)
Ameneh Malmir, Islamic Azad University- Isfahan Science and Research Branch
Fariba Azizzadeh, Islamic Azad University- Isfahan Science and Research Branch
 
 
Abstract: Leadership is an essence, which through this essence series of intellectual and humanistic abilities and capabilities could be mixed and by managing and controlling this essence organization goals could be achieved in a better and effective way. Management in the organization is not too much difficult, but staying in the leadership position is difficult task. Leadership to the deep phase of the organization is not something happens immediately, but must be established in schematized process in the organization.Team leadership basic principle in the organization is self-leadership, and this is because that team self-leadership is the organization leadership practice. Self leadership is self-knowing, self-awareness, self-management and self-discipline, that each one of these components helps the leadership to run and implement its effects on the organization. The goal of the present paper is to analyze self-leadership component and their relationship with payam-noor university kermanshah branch personnel's psychological capabilities.  This study is applicative in term of goals perspective, and is statistical in term of implementation perspective. All the personnel of Payam Noor university- kermanshah branch in 2011-2012 were chosen as the statistical society, that were 220 persons and the sample size was selected to be consist of 140 persons. Material and methods: A self-leadership questionnaire with 18 questions and reliability coefficient of 70% was used as a tool to collect the data. The data analysis on inferential level was conducted with T-test and the research finding show that there is significant correlation between self leadership components of Payam Noor University personnel.
Key word: leadership, self-leadership component, self-management, university personnel.
1- introduction:
Technology progress and advancement particularly quick communication, being without boundaries and limit (independency), data recovery and sharing the knowledge could be referred as the challenges the organizations are facing in 21 century. Changes are inevitable and must be planned and managed to cause constructive and effective changes in the organizations .Modern world, increasingly, needs this kind of leadership that values the establishment of organizations, which moves toward activating their potencies and yet, think of solving the crisis and emergency situation at the work place. Modern work-force consist of trained persons that expect more from their profession and their number is increasing and Since vast amount of information is available 21 century work force frequently is called as the "knowledge-based work force." Knowledge-based work force requires independency and power to make decision and quick action. They do not look for someone else guidance and management. In fact command- control style of leadership is replacing with involving the personnel, empowering them and work-groups self- management. Command- control style of leadership is not compatible with organizations that focus on the use of the innovation and creativity as a tool for saving the competition-made benefits. Many researchers confirmed the need of a new style of leadership which is compatible with these changes. Self- leadership and its strategies, with emphasis on becoming a more effective person could meet the challenges facing the organizations which seek innovation and creativity in 21 century.In this study, which is conducted as an analytical- descriptive study, self leadership components are introduced and discussed.
Literature review:
Self-leadership components:
To lead others, one must lead his own self (Himself). In defining leadership as process of influencing others, Charles Manz exhibited that self- leadership could be considered as influence on our own "self". This influencing behavior is explainable as learning behavior and is placed in the heart of the leadership development. Three areas that self-leadership is manifested are as: 1- self-awareness of personal values 2- intentions and behavior 3- personal perspective.
1- Self-awareness of personal values: knowing that, who and how we want to be, has significant importance, but knowing who we are, have decisive and definite role. Self-awareness of values, intentions, strength and weaknesses points are considered the internal leadership principles. Commitment to self-awareness shows the desire of being in active position (situation which person does not stop in face of challenges), i.e. a certain person, who does not possess the answers and is considered as a learner. Self-awareness through feedback: Morgan mac call said: lack of awareness, whether, because of ignorance or arrogant, is considered an important factor in persons deviance.   
Leadership development depends, not only to self-awareness and our understanding, but also to our desire to be influenced by others. Other people evaluation of our defects (imperfection) and moving toward changing our behavioral attitudes has significant importance. Paying attention to our critics and supporters is the first step toward self-awareness. Moreover to our positive qualities, awareness of our own inconsistency, bias, and subjective ignorance helps our knowledge to enhance our leadership behaviors.
 
To do so, feedback could be received formally and informally, frequently feedback comes from the supervisor immediately, but we can receive useful information from those who work with us every day. Some organizations make, use of many raters and feedback receiver of 360-degree and obtain official and rich feedback of personnel’s, observe the actions and behaviors.
This survey is compromised with the individual self- concept from other's respondent perspectives, Regardless of the way used to receive feedback and despite that it must be various.
 
The work key is the adoption of a proactive approach instead of passive approach in order to receive feedback. There is no substitute for the multidimensional attitude to the behavior and its effect on other person and the organizations.
2- Building a personal perspective: self-leadership foundation is what a person wants to be or achieve. Exactly as organizations which lack a clear perspective, persons also could be the same and without guiding and clear perspective runs their energies in the wrong way. Personal perspective development requires consuming time to think about our desire.
3- Learning in term of environmental (work-place) awareness importance: self awareness and personal perspective happens in one field. As far as the skills are developing, self-leaders are aware of what the organizations and their professions expect from them on the same time. Profound understanding and active participation in our own professional- related life will cause instantaneous force and targeted goal to be created and without it, development as self-leadership will not be meaningful. Understanding of the workplace which professionally is in progress and finding the required competencies for being superior involve asking, studying, and above all communication with those who unusually we do not communicate normally. While we have accustomed to learn from our close limits, we must learn from remote communication. These could be personnel and groups, which, seemingly are away from close field and colleague circle or could be the members of industry personnel's which are in competition. These communication shave the potency of widening the organizations body of knowledge and saving us from falling into innate short sightedness (parochialism).
4- Self-management: self-management is one of self-leadership components. In order to manage for your own, you must practice in various aspects. (Soltani, 2001)
All kind of leadership:
 Leadership definition: some experts believes leadership is part of management duties and other group of experts consider wider meaning and definition for leadership in comparison with management and defines it as the potency to encourage others to try eagerly in order to achieve certain goals or consider them activities which influence persons to try eagerly to achieve the group goals. Leadership is a process which leader direct and guides and influences the personnel under his supervision. Almost all agree that leadership is the process of social influence that the leader seeks the personnel volunteer participation to achieve the organization goals. (Verdi Nejad, 2008).
Organizational behavior provides various style of leadership, that effective leadership, transformational leadership, servant leadership, charismatic leadership, strategic leadership and knowledgeable (sage, conversant) leadership could be named for example.
 
Effective leadership: effective and dynamic leadership require three different skills:
·   Diagnostic skills: i.e. ability to recognize the condition that tries to influence it.
·   Matching skills: i.e. ability to match behavior and resource to deal with unexpected events.
·   Communication skills: i.e. ability to communicate in such a way that person could understand and accept easily (Nekoueian, 2002)
Transformational leadership: Transformational leadership is the process of aware influence on people or groups to make discontinues change and evolution in the present condition or the organization performance as a whole .Transformational leadership lead the society to be developed by their words and behaviors, and have profound influence on their followers, this kind of leadership accomplish, when the leader apply their followers interest to the work,  inform them about  the goals and the missions (duties), and encourage them to think beyond their personal advantage. This kind of leadership is accomplished based on ideal influence, psychological encouragement, inspirational motivation and personal consideration.(Saatchi,2005)
 
Servant leadership: Robert green leaf introduced "servant leadership" among management modern theorist for the first time and in 1987 established the "servant leadership" concept. According to green leaf, "leaders first must pay attention to other persons needs." Moreover to Green Leaf other writers considered servant leadership a valid and modern theory in tem of organization leadership- servant leadership vales the human equality and seek the organization members' personal development (Broumand , 2003).
 
Strategic leadership: Strategic leadership is the process to influence on the desirable perspective of success that is used by the leaders and is accomplished with influencing on the organizational culture, resource allocation, guidance through policy, and agreement on the ambiguous, complex, uncertain and volatile global environment (work-place related) that is characterized with opportunities and challenges. This kind of leadership involve kind of strategic decision-making that is achieved by considering all the desire, personal differences, plans, organizations stake holders and different culture. Plans which these leaders schematize must be practical and should be pleasant and acceptable for the organization stakeholders, agents and national and international partners (Poor Ibrahimi, 2002).
 
Charismatic leadership: Charismatic leadership or leadership based on exceptional leadership refers to kind of leadership which the leaders possess the power and the ability to inspire the followers, while these abilities merely originate from the person power of personality and commitment .In this kind of leadership, relationships are built by leaders that have profound and extraordinary influence on their followers by using their personal ability, but not with financial rewards and coercion.
 
Inspirational leadership (Inspirational leadership or visionary leadership): is one kind of leadership approach that has specific process for its own. Visionary leadership is human-related process that offers a perspective of the goals and orientation by the evolution factor influence in dealing with the needs.  Process of ideal setting is constant and dynamic and must be considered as part of the leadership current duties. Ideals develop through series of processes. According to westely and mitzenberg, three certain components along a perspective are:
·   Defining an image of the desired future for the organization
·   Schematizing these visions
·   Empowering the followers by transmitting the vision (Nekoueian, 2002)
 
Knowledgeable leadership: Knowledgeable leadership introduced as an important concept in leadership literature since 80s. Knowledgeable leaders are those who create an image of the desired future, they possess high level of knowledge and try to induce a sense of purposefulness and orientation to their followers. They think of the future and to the long-term programs and had profound time table (schedule).They are innovative and creative and continually look for the chances to make changes in the organization. Knowledgeable leaders create wonderful perspective from the future and share them with their followers by inspiration and motivation. Knowledgeable leaders place the perspective in the heart of their followers, to that extent that the followers feel deep commitment toward them. Knowledgeable leadership requires those who are balanced, spiritually, psychologically, emotionally and physically. Knowledgeable leadership requires, considering the fundamental values, comprehensive and fundamental perspective, empowering the followers and innovation (Nanus, 1998, p: 17).In studies that are conducted in term of this topic background, some researches results which are in relation with this study component among the present and the available resource inside or out-side the country, are referred. Schipper and Manz (1992) exhibited that self-management and self-leadership techniques are forming the main part of psychological capability. Nick and Manz (1992) concluded that individual under-training the self-leadership strategies have higher level of self-efficiency. Prussia et.al (1998) exhibited a direct relationship among self-leadership strategies and self-efficacy perception and suggested that this sense of self-efficiency will promote the performance.  A research as "self-leadership behaviors relationship and organizational changes in self-managed work group atmosphere" is conducted by Alvi (2008). All the researches conducted in this field were focused on self-leadership and its components.
 
 
Shape 1: Component of self leadership concept
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Reference: Soltani, 2005
Research theories:
Main theory: Payam Noor university personnel self-leadership is in ideal condition.
Alternative theories:
1- Payam Noor university personnel act successfully in be focused characteristic.
2-Payam Noor university personnel act successfully in goals setting characteristic.
3-Payam Noor university personnel act successfully in direction setting characteristic.
4-Payam Noor university personnel act successfully indetermining strength point characteristic.
5-Payam Noor university personnel act successfully in building harmony (integration) characteristic.
6-Payam Noor university personnel act successfully in self-motivation characteristic.
 
Methods and material:
This research is descriptive-statistical study (descriptive survey). The statistical society was all the personnel of Payam Noor University, Kermanshah  branch. The sample size was selected 25 persons and questionnaires were used as a tool to collect the data. The questionnaires were composed of two parts that the first part was related to the customer's general characteristic as: age, sex, education, job level and the second part was, consist of questions about the theory testing. The research validity was measured by management experts and professor's consultation to authenticate the questionnaires reliability and this study validity is 70%. And as far as chron back Alfa is (.816) the questionnaire has acceptable validity. Data analysis was conducted by using inferential and descriptive statistics and SPSS software. Standard deviation, mean and frequency were tested by using descriptive statistics and the theories were tested with t-test method by using inferential statistics, that the result are exhibited in the tables below.
Research findings:
According to table 1 self-leadership mean and standard deviation of Payam Noor university personnel in term of effective indices are 11 and 71, respectively.
 Table 1 main theory descriptive statistics
Raw
Main theory
Mean
Standard deviation
1
Payam Noor university personnel self-leadership is in ideal condition
10.22
3.63
 
 
Table 2 alternative theories descriptive statistics
Raw
alternative theories
Mean
Standard deviation
1
Payam Noor university personnel act successfully in be focused characteristic.
9.75
3.44
2
Payam Noor university personnel act successfully in goals setting characteristic.
10.86
3.86
3
Payam Noor university personnel act successfully in direction setting characteristic.
10.25
3.65
4
Payam Noor university personnel act successfully in determining strength point characteristic.
10.08
3.589
5
Payam Noor university personnel act successfully in building harmony (integration) characteristic.
10.07
3.585
6
Payam Noor university personnel act successfully in self-motivation characteristic.
10.31
3.67
According to table 2 goal setting has the highest and be focused has the lowest mean.
 
Theories testing:
Testing Main theory 1: main theory in this study is:" Payam Noor university personnel self-leadership is in ideal condition" the following statistical theory is schematized in order to test the above theory.
Payam Noor university personnel self-leadership is not in ideal condition: Ho
Payam Noor university personnel self-leadership is in ideal condition: H1
The results comes from the questionnaires statistical data analysis are exhibited in the following table by using t-test (mean comparison test) in order to test the above theory.
 
Table 3: t-testresults
t-score
Freedom level
Error level
p-value
Test result
2.62
139
%5
%0
Ho rejected
 
As it is exhibited in table 3 with level of confidence of %95, if the P-value is lower than error level of %5, Ho will be rejected and H1 is accepted. With regard to that t-score is larger than t-table (1.71), so Ho hypothesis is rejected and H1 hypothesis is accepted, to state the matter differently, with confidence level of %95 it could be said that self-leadership of payam-noor university personnel is in ideal condition, i.e. it could be said that the sample data has the required implication to accept H1.
Alternative theory 1:Payam Noor university personnel act successfully in be focused characteristic.
Payam Noor University personnel do not act successfully in be focused characteristic: Ho
Payam Noor University personnelact successfully in be focused characteristic: H1
Table 4: alternative theory 1 testing results
t-score
Freedom level
Error level
p-value
Test result
2.62
139
%5
%0
Ho rejected
 According to table 4 as far as the t-score is higher than the t in the table (1.71), so the Ho hypothesis is rejected an H1 hypothesis is accepted, i.e. with confidence level of %95 Payam Noor university personnel act successfully in be focused characteristic.
Alternative theory 2:Payam Noor university personnel act successfully in goal setting characteristic.
Payam Noor University personnel do not act successfully in goal setting characteristic: Ho  
Payam Noor University personnelact successfully in goal setting characteristic: H1
Table 5: alternative theory 2 testing results
t-score
Freedom level
Error level
p-value
Test result
2.92
139
%5
%0
Ho rejected
 According to table 5 as far as the t-score is higher than the t in the table (1.71), so the Ho hypothesis is rejected an H1 hypothesis is accepted, i.e. with confidence level of %95 Payam Noor university personnel act successfully in goal setting characteristic.
 
Alternative theory 3:Payam Noor university personnel act successfully in direction setting characteristic.
Payam Noor University personnel do not act successfully in direction setting characteristic: Ho  
Payam Noor University personnel act successfully in goal direction characteristic: H1
Table 6: alternative theory 3 testing results
t-score
Freedom level
Error level
p-value
Test result
2.76
139
%5
%0
Ho rejected
 According to table 6 as far as the t-score is higher than the t in the table (1.71), so the Ho hypothesis is rejected an H1 hypothesis is accepted, i.e. with confidence level of %95 Payam Noor university personnel act successfully in direction settingcharacteristic.
Alternative theory 4:Payam Noor university personnel act successfully in determining strength points characteristic.
Payam Noor University personnel do not act successfully in determining strength points characteristic: Ho  
Payam Noor University personnelact successfully in determining strength points characteristic: H1
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Table 7: alternative theory 4 testing results
t-score
Freedom level
Error level
p-value
Test result
2.71
139
%5
%0
Ho rejected
 According to table 6 as far as the t-score is higher than the t in the table (1.71), so the Ho hypothesis is rejected an H1 hypothesis is accepted, i.e. with confidence level of %95 Payam Noor university personnel act successfully in determining strength points characteristic.
Alternative theory 5:Payam Noor university personnel act successfully in building integration characteristic.
Payam Noor University personnel do not act successfully in building integration characteristic: Ho  
Payam Noor University personnel act successfully in building integration characteristic: H1
Table 8: alternative theory 5 testing results
t-score
Freedom level
Error level
p-value
Test result
2.71
139
%5
%0
Ho rejected
 According to table 6 as far as the t-score is higher than the t in the table (1.71), so the Ho hypothesis is rejected an H1 hypothesis is accepted, i.e. with confidence level of %95 Payam Noor university personnel act successfully in building integration characteristic.
Alternative theory 6:Payam Noor university personnel act successfully in self motivation characteristic.
Payam Noor University personnel do not act successfully in self motivation characteristic: Ho  
Payam Noor University personnel act successfully in self motivation characteristic: H1
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Table 9: alternative theory 6 testing results
t-score
Freedom level
Error level
p-value
Test result
2.77
139
%5
%0
Ho rejected
 According to table 6 as far as the t-score is higher than the t in the table (1.71), so the Ho hypothesis is rejected an H1 hypothesis is accepted, i.e. with confidence level of %95 Payam Noor university personnel act successfully in self motivation characteristic.
Components
Numbers
Be focused
goal setting
Direction setting
Determining strength points
Building integration
Self motivation
Total
Job level
Managers
20
11.00
12.33
11.00
10.33
11.66
11.66
11.33
Experts
50
10.125
10.75
10.75
11.00
9.50
11.25
10.56
Employees
70
8.14
9.50
9.00
8.92
9.07
8.00
8.77
total
140
9.75
10.86
10.25
10.08
10.07
10.31
10.22
 
Approaches to improve self-leadership in Payam Noor university- Kermanshah  branch
According to the research results Payam Noor university personnel achieved the lowest score in be focused characteristic that its components are as follow:
·        Emotion control
·        Clarifying what is important
·        Awareness of our own power
And the highest level was achieved in goal setting characteristic that its components are as follow:
·        Finding the problem to solve, troubleshooting
·        Clarifying the goals
·        Taking the responsibility of our behavior consequence
The following approaches are suggested to improve payam Noor university personnel self-leadership
1-    Organizational authorities must be vouch safement clearly and without ambiguity, to provide the required ground for empowering self-leadership.
 
 
 
 
 
 
 
 
2-    Building suggestion system is one of other required ground for utilizing the tool for empowering self-leadership that must be implemented effectively in the organization.
3-    Working-groups must be prevalent in the organization as an important factor, reinforcing the process of self-leadership empowerment.
4-    Personnel must be participated effectively in the process of goal setting to establish the process of self leadership empowerment.
5-    Reward system must be based on the individual performances and competencies to move toward improving self-leadership empowerment.
6-    Granting resources, training, budget and etc. to the personnel is of self-leadership process success preferences and in case of mistake occurrence, they will be ignored.
Results and conclusion:
Self-leadership is the main principle of forming organizational leadership and this is because that building the grounds and foundation of self-leadership in personnel will cause leadership to be manifested. Self-leadership is formed through influence on our own and become evolved with behavior and personal perspective and become applicative by self-management.
Self leadership leaders usually can lead their self and others better. One of leaders duty is that, train the organization personnel to be self-leader for to lead the organization to be self-leader after them. In this paper the main theory is as follow:
"Payam Noor university personnel self-leadership is in ideal condition" that the results came out of the research confirm this theory. Goal setting has the highest and be focused has the lowest mean. According to table 10 managers has the highest level of self leadership in comparison to the experts and employees, the total score of university personnel was 59/96 that is a good score and show that personnel make use of many of self-leadership skills and with practice Payam Noor personnel self-leadership will be perfect.
 
 
 
 
 
 
 
 
 
 
 
 

 
 
 
 
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