The Self-Action Leadership Model A Qualitative, Nomological Expansion of Self-Leadership Theory Rooted in Action Research

Jordan R. Jensen, Rodney J. Beaulieu, Christopher P. Neck

Abstract


Previously, the Self-Action Leadership (SAL) theory was introduced as a qualitative, nomological theory of self-leadership rooted in atmos- pheric and astronomical metaphor (see Jensen, Neck and Beaulieu, 2015). This article introduces an accompanying, practitioner-based model of Self-Action Leadership rooted in self-leadership theory and action research theory. It provides individuals and organizations with a com- prehensive personal leadership framework complete with actions to take and habits to develop in pursuit of the highest levels of existential growth as outlined in the SAL theory. Existential growth is defined as: The holistic (spiritual, physical, mental, emotional, social, moral, and financial) growth of personal character, capacity, and integrity. The SAL Model is an explicitly universal construct designed to serve as a ge- neral, pedagogical template that leaders, managers, and educators can learn, apply, and teach at the individual and group level in an ongoing quest for – and attainment of – long-term team and organizational results related to efficiency, effectiveness, viability, relevance, sustainability, change, and growth.

Keywords: Self-leadership, action research, Self-Action Research (SAR), Self-Action Leadership (SAL)1, SAL model, SAL theory, existential growth, organizational citizen, organizational evil, SAR project, SAL project, step-habit, self-declaration of independence, self-constitution


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