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Self-leadership theory predicts that specific self-leadership practices will enable individuals to better accomplish their goals. However, little is known about the role that these practices play in conventional leadership (leading or influencing others). This study compares leaders to non-leaders (N = 318) in nonprofits and examines both the extent to which self-leadership practices are employed and the strength of beliefs concerning their importance.

Online survey of two groups: leaders and non-leaders of nonprofit organizations.

Leaders practiced self-goal setting (d = 0.47) and self-observation (d = 0.45) more than non-leaders. Non-leaders practiced more self-reward (d = 0.33) and self-punishment (d = 0.37) than leaders. The only differences in belief concerning the importance of the self-leadership practices were due to leaders believing self-goal setting (d = 0.46) and self-observation (d = 0.36) were more important than non-leaders did.

If self-leadership practices contribute to leadership effectiveness or emergence, this study indicates that goal setting and self-observation (monitoring progress toward goals) may contribute positively to the leadership of others, whereas self-reward and self-punishment may contribute negatively.

Self-leadership may not be as important to the leadership of others as is often claimed or implied.

This is the first study to look at how self-leadership practices differ between leaders and non-leaders.