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The increased competition that some organizations face requires change from traditional management to shared leadership. Employees who possess personal attributes such as need for autonomy and general self-efficacy may be more likely to take responsibility and work effectively in empowered environments. These employees may also be more likely to make efforts to improve their individual performance, such as making use of self-leadership strategies. This study examines individual differences that may influence the use of self-leadership strategies. The results of the study show a positive significant relationship between general self efficacy and use of natural reward, constructive thought, and general self-leadership skills. This paper finds women are more likely than men to use behavior-focused, natural reward, constructive thought, and general self-leadership skills.
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