Self-leadership and volition are conceptually similar concepts. Both propose self-influence strategies that aim to improve the motivation and self-direction necessary to perform well. The present study assesses whether self-leadership strategies maintain construct-specific variance when compared with the similar strategies of volition. Results from a questionnaire study (N = 320) indicate that self-leadership and volitional strategies are distinguishable and only moderately (r=.33) correlated. Self-leadership, therefore, supplements volition during goal attainment. Findings are discussed in light of the Rubicon model of action phases.
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