There are scholarly claims that self-leadership and authentic leadership have
positive outcomes for organisations. In pursuit of understanding the competency
development needs of public sector leaders, this study examines the infl uence of selfleadership
on authentic leadership among public sector managers. A convenience
sample of 183 public sector managers applying for MBA and leadership programmes
to a South African Business School participated in the study. The Authentic
Leadership Questionnaire (ALQ) was used to measure authentic leadership and
the Abbreviated Self-Leadership Questionnaire (ASLQ) to measure self-leadership.
The findings indicate that self-leadership positively influences all four dimensions
of authentic leadership, namely self-awareness, balanced processing, relationaltransparency
and internalised-moral-perspective. The implications for leadership
development stemming from the findings are discussed here.