Self-Leadership Strategies & Performance Perspectives Within Student Aviation Teams

Abstract

The use of teams to achieve organizational goals requires companies to employ individuals that are competent at both performing individual tasks and working well with others. This study examines the relationship between performance strategies and the performance perceived by teammates and supervisors. Participants were aerospace students at a southern university engaged in operating a simulated flight dispatch center for course credit. A positive, statistically significant relationship was found between perceived team member effectiveness and expert-rated individual performance; however, the self-leadership strategies measured in this study were unrelated to the criterion variables. A follow-up investigation using confirmatory factor analysis indicates that the self-leadership measure did not adequately capture the construct.