Ugurluoglu, OzgurSaygili, MeltemOzer, OzlemSantas, Fatih2020-06-252020-06-252015closedAccess0749-67531099-1751https://doi.org/10.1002/hpm.2199https://hdl.handle.net/20.500.12587/6328Self-leadership may be defined as a self-effecting process that individuals experience by maintaining the motivation they require for fulfilling their roles and duties. The self-leadership process comprises three key strategies: behaviour-oriented strategies, natural reward strategies and constructive thought pattern strategies. What is intended herein is to inquire about the implementation of self-leadership within organisations and to examine the effects of such variables as age, gender, total terms of employment, marital status and education on self-leadership strategies. The primary data collection instrument was a survey distributed to 450 personnel working at a state hospital in Krkkale, Turkey, and feedback thereto was received from 308 (68.4%) of those surveyed. As a result of the findings taken from the analyses, age, total terms of employment and receipt of education in leadership affect the use of self-leadership strategies. Although age and total terms of employment display a negative-directional correlation with the self-leadership strategies, female employees and those who receive education in leadership are more inclined towards self-leadership strategies. Copyright (c) 2013 John Wiley & Sons, Ltd.eninfo:eu-repo/semantics/closedAccessleadershipself-leadershippersonal traitshospitalArticle30131310.1002/hpm.21992-s2.0-8492486549023737405Q2WOS:000351394800003Q3