Professor Texas A&M University Texas A&M University
Abstract: In a rapidly changing and unstable economic environment, individuals and organizations have faced both challenges and opportunities. As the needs of employees and career trends change, organizations' support for employees’ development is being diversified. However, without active participation from employees, the effectiveness of organizational efforts is limited. In this conceptual paper, we propose that self-leadership can be a value-added strategy towards improving both individuals’ and organizations’ performance. This concept has been widely studied in many academic disciplines and applied in organizational practices; however, it has not received much attention within the field of human resource development. Through three cases of leading global companies, we demonstrate how self-leadership is relevant to HRD, and thus can be utilized to enhance the benefit of HRD activities in the organization.
