Self-managers: Social contexts, personal traits, and organizational commitment

This study adopts self‐determination theory to examine a path model that focuses on the effects of charismatic leadership and private self‐consciousness on self‐management, which in turn, leads to organizational commitment. We articulate that the relationships between self‐management and each of charismatic leadership and private self‐consciousness represent identified and integrated regulation, respectively. Thus, we test whether the relationship between self‐management and private self‐consciousness is stronger than that between self‐management and charismatic leadership. The hypotheses are tested using data gathered from 981 employees. The result of the stronger path from private self‐consciousness to self‐management than the one from charismatic leadership is consistent with the literature on flow, organizational change, and followership. Moreover, our result of the mediating effects of self‐management provides explanations for the little empirical research on follower processes in leadership effectiveness and on the association between private self‐consciousness and organizational commitment.