Project Assignment 1

MK3003 - LEADERSHIP MENTORING REPORT 1 (P)

FORBETRIC
(For Better Electricity)

Member Group :
1. Redho Aldi Akmal Nugroho 19217002
2. Amira Nabila Rahmania 19217025
3. Hasna Bachtiar 19217026
4. Rizqi Aulia Amanah 19217060
5. Fernanda Rehaniza Ferdhany 19217080

School of Business and Management

Bandung Institute of Technology
2018
Background

Company Profile

PT Kazee Digital Indonesia is a technology company focusing on Data Analytics.

Founded in 2017, Kazee engages in Information Technology and Services Industry. Kazee
specialize in Media Monitoring, Social Media Analytics, Social Media Monitoring and Social
Media Marketing. For now, they do three primary things to analysis the data which are
automation, data integration and analytics. Automation means Kazee provides the technology for
switching the traditional way with software or machine. The traditional ways are very
time-consuming and the data is quite hard to gather and monitor in real time. Then, there is Data
Integration. It means they have to gather all data from multi sources, either it is an internal or
external data. Not only provides the automation solution to collect the internal data, Kazee is
working to collect data from the online platform such as online news and social media platform.
The last step is data analysis. After all the data are gathered, Kazee’s engine will process the data
to give you an insightful recommendation on how you should run the organization or business,
the insight also could be used to create a strategic plan. Kazee’s solution already implemented in
many local governments all over Indonesia and private company.

Headquarters Office : Jl. Setrasari Indah No. 4, Bandung

Website : ​http://www.kazee.id
CEO : Mr. Ariya Sanjaya
Number of Employees : 36
Mission : To become the leading data analytics company in
Indonesia
Vision : Resolve various complex problems in the world with data
Technology and Making & Distributing information that is
beneficial to both local and global

Organization Structure

Each division has a different job desk. In Kazee, the job desk is made by the user (boss) of each
division. On the other hand, the HR Division has a responsible for monitoring the work of its
employees based on reports provided by each user (boss). Below is a detailed job description of
each division at Kazee.

● Chief Executive Officer : ​Make major corporate decisions, manage the company's
overall resources and operations, and communicate with the board of directors,
management team, and corporate operations.
● Project Manager : ​The Project Manager manages key client projects. Project
management responsibilities include the coordination and completion of projects on time
within budget and within scope. Oversee all aspects of projects. Set deadlines, assign
responsibilities and monitor and summarize progress of project. Prepare reports for upper
management regarding status of project.
● Senior Business Consultant : Provide an analysis of the existing practices of a company
and make recommendations for improvements.
● Chief Business Development : Developing and diversifying business so that income
increases and the future and growth of the organisation are guaranteed. Their tasks are
Identifying and mapping business strengths and customer needs, Research business
opportunities, Developing growth strategies and plans.
● Chief Technology Officer : Responsible for overseeing all technical aspects of the
company. The CTO works with Executive Management to grow the company through
the use of technological resources. Using an active and practical approach, the CTO will
direct all employees in IT and IO departments to attain the company’s strategic goals
established in the company’s strategic plan.
● Vice President of Big Data Research and Development : Creating, testing,
implementing, and monitoring applications designed to meet an company's strategic
goals. General job duties may involve writing code for important business components,
conducting technical training sessions, and serving as a mentor and resource for junior
personnel. Big data developers may oversee the technical aspects of development projects
or serve as a team leader for specific projects.
● Chief of Finance and Accounting Officer : Planning, implementation, managing and
running of all the finance activities of a company, including business planning,
budgeting, forecasting and negotiations.
● Chief of Data Business Analysis : Utilizing data analytics and CRM to evaluate an
organization's technical performance and providing recommendations on system
enhancements.
 ● Chief of HRD and General Affair : Responsible for all things worker-related that
includes recruiting, selecting, hiring, training and development, promoting, paying, and
giving reward and punishment to employees.
● Graphic Designer : Create visual concepts, by hand or using computer software, to
communicate ideas that inspire, inform, or captivate consumers.

Leader Profile

Experienced Founder with a demonstrated history of working in the information technology and
services industry (Telco Company). Expert in Big Data & Business Analytics, Project
Management, Crowd-sensing, and Smart Cities. Strong entrepreneurship professional with a
Master of Engineering (MT) focused in Informatics from Institut Teknologi Bandung (ITB).

Education
● Bachelor’s Degree, Information Technology - ITB
● Master of Engineering, Informatics - ITB

Experience
● Internship - Telekomunikasi Indonesia
● Outsource Programmer - Lubitu
● Internship - Indosat Lab Innovation ITB
 ● Engineer - Samsungs MSCI
● Staff VAS Data Services Design - Telkomsel
● Adjunct Lecturer - Telkom University
● Researcher - Smart City and Community Innovation Center
● Founder of SOROT
● Director - PT Digital Utama Adikarya
● Founder of KAZEE

Theoretical Background

1. The Revised Self-Leadership Questionnaire

Questionnaires can be classified as both, quantitative and qualitative method depending on the
nature of questions. Specifically, answers obtained through closed-ended questions with multiple
choice answer options are analyzed using quantitative methods and they may involve pie-charts,
bar-charts and percentages. Answers obtained to open-ended questionnaire questions are
analyzed using qualitative methods and they involve discussions and critical analyses without
use of numbers and calculations.

Advantages of questionnaires include increased speed of data collection, low or no cost

requirements, and higher levels of objectivity compared to many alternative methods of primary
data collection. However, questionnaires have certain disadvantages such as selection of random
answer choices by respondents without properly reading the question. Moreover, there is usually
no possibility for respondents to express their additional thoughts about the matter due to the
absence of a relevant question.

Despite the popularity and potential of self-leadership strategies in modern organizations, no

acceptably valid and reliable self-leadership assessment scale has heretofore been developed.
The present study tests the reliability and construct validity of a revised self-leadership
measurement scale created on the basis of existing measures of self-leadership. Results from an
exploratory factor analysis (EFA) demonstrate significantly better reliability and factor stability
for the revised scale in comparison to existing instruments. Further, results from a confirmatory
factor analysis (CFA) utilizing structural equation modeling techniques demonstrate superior fit
for a higher order factor model of self-leadership, thus providing evidence that the revised scale
is measuring self-leadership in a way that is harmonious with self-leadership theory. Based on
these results, the revised scale appears to be a reasonably reliable and valid instrument for the
measurement of self-leadership skills, behaviors, and cognitions. Implications for future
empirical self-leadership research are discussed.

2. Observation
Observation, as the name implies, is a way of collecting data through observing. Observation
data collection method is classified as a participatory study, because the researcher has to
immerse themself in the setting where their respondents are, while taking notes and/or recording.

Observation as a data collection method can be structured or unstructured. In structured or

systematic observation, data collection is conducted using specific variables and according to a
pre-defined schedule. Unstructured observation, on the other hand, is conducted in an open and
free manner in a sense that there would be no pre-determined variables or objectives.

Advantages of observation data collection method include direct access to research phenomena,
high levels of flexibility in terms of application and generating a permanent record of phenomena
to be referred to later. At the same time, observation method is disadvantaged with longer time
requirements, high levels of observer bias, and impact of observer on primary data, in a way that
presence of observer may influence the behaviour of sample group elements.

It is important to note that observation data collection method may be associated with certain
ethical issues. Fully informed consent of research participant(s) is one of the basic ethical
considerations to be adhered to by researchers. At the same time, the behaviour of sample group
members may change with negative implications on the level of research validity if they are
notified about the presence of the observer.

3. Semi-Structured Interview
A semi-structured interview is a method of research used most often in the ​social sciences​. While
a structured interview has a rigorous set of questions which does not allow one to divert, a
semi-structured interview is open, allowing new ideas to be brought up during the interview as a
result of what the interviewee says. The interviewer in a semi-structured interview generally has
a framework of themes to be explored.

However, the specific topic or topics that the interviewer wants to explore during the ​interview
should usually be thought about well in advance (especially during interviews for research
projects). It is generally beneficial for interviewers to have an interview guide prepared, which is
an informal grouping of topics and questions that the interviewer can ask in different ways for
different participants. Interview guides help researchers to focus an interview on the topics at
hand without constraining them to a particular format. This freedom can help interviewers to
tailor their questions to the interview context/situation, and to the people, they are interviewing.

Data Methods and Analysis

1. The Revised Self-Leadership Questionnaire

Self-leadership was measured using the revised self-leadership questionnaire (RSLQ). The
RSLQ consists of 35 items in nine. The revised self-leadership questionnaire have distinct
sub-scales representing the three primary self-leadership dimensions. We provides a summary of
the relationships between the nine RSLQ subscales and the three self-leadership dimensions. The
behavior-focused dimension can manage ourselves with the aim of increasing self-awareness
and self-discipline in order to direct the behavior of carrying out necessary (mandatory) tasks is
carried out, although it might not be a pleasant or easy task which is represented by five
sub-scales labeled:
(1) Self-goal setting (five items);
I​ndividual efforts to conduct self-reflection in his work by involving goals (personal)
which is in line with the interests of achieving goals organization, such as the desire for high
achievement.
(2) Self-reward (three items);
Individual efforts to influence himself using reward, both at the level physically and
mentally when he succeeded in doing activities.
(3) Self-punishment (four items);
Individual efforts in correct the behavior that his coworkers didn't expect or the leader
through guilt when he fails do the work or criticism of themselves.
(4) Self-observation (four items);
I​ndividuals are able to obtain information about themselves and have awareness of it, it
will increase control of behavior.
(5) Self-cueing (two items).
Attempts to manipulate the external environment in order to support desirable and
reducing behavior unexpected behavior, such as by changing order room or make a note to
remind of existence a goal that must be achieved.

A single sub-scale consisting of five items represents the ​natural rewards dimension. This
strategy focuses on positive experiences related to tasks and processes its achievements. Existing
work is considered as a thing valuable, because it is able to motivate and benefit from the side
economy. Employees must see their work as something which is fun, profitable and makes it
motivated, because an approach like this can increase feelings of will its capabilities, competence
and self-control in the end improve its performance

And the ​constructive ​thought dimension according to several results research can improve
cognitive, behavioral and state processes individual affection which represented by three
subscales labeled:
(1) Visualizing successful performance (five items);
Efforts to imagine the execution of tasks successful before the task is carried out. In some
the situation, this imagination can be done through effort simulate the task to be done.
(2) Self-talk (three items);
 Individual efforts reflect on him honestly without any intention of manipulating search
efforts his identity.
(3) Evaluating beliefs and assumptions (four items).

Analysis
Factor 1: visualizing successful performance (scale ¬ = 0.85 (0.85))

No Questions Actual Max Actual

Score Score %
Score

1 I use my imagination to picture myself performing well on 8 9 89%

important tasks

10 I visualize myself successfully performing a task before I do it 9 9 100%

19 Sometimes I picture in my mind a successful performance 9 9 100%

before I actually do a task

27 I purposefully visualize myself overcoming the challenges I 8 9 89%

face

33 I often mentally rehearse the way I plan to deal with a 8 9 89%

challenge before I actually face the challenge

93,4%

Keep practicing 90% >, Greater effort required 70% - 89%, Challenge yourself < 69%
From the analysis above, we can see that the score percentage of visualizing successful
performance is 93,4% which can be conclude that the respondent needs greater effort required
for his visualizing successful performance. We can see that his development can be seen by
envisioning and visualizing enthusiastic outcomes prior to actual performance through the use of
mental imagery and symbols. The outcome of this factor is perhaps the respondent can put
greater effort to practice leads to patterns of habitual thinking which increases development of
mental performance, positive affect or decreased negative affect (nervousness), job satisfaction,
self efficacy, creativity and innovation and psychological empowerment. But we can also see
that the gap between 84,6% to 89% is slightly small, so the performance is actually very close to
outstanding performance.

Factor 2: self-goal setting (scale ¬ = 0.84 (0.85)) ini scalenya diapus ga si na

No Questions Actual Max Actual

Score Score %
Score

2 I establish specific goals for my own performance 8 9 89%

11 I consciously have goals in mind for my work efforts 9 9 100%

20 I work toward specific goals I have set for myself 8 9 89%

28 I think about the goals that I intend to achieve in the future 9 9 100%

34 I write specific goals for my own performance. 8 9 89%

93,4%

Keep practicing 90% >, Greater effort required 70% - 89%, Challenge yourself < 69%
From the analysis above, we can see that the score percentage of self goal setting is 93,4% which
can be conclude that the respondent is already in a stable good stage for his self goal setting. We
can see that his development can be seen by setting challenging goals, enabling himself what is
required to succeed, fostering feelings of self determination and competence and taking
ownership over tasks and by encouraging positive, desirable behaviors, while suppressing
negative behaviors. The outcome of this factor is perhaps the respondent can continue practice
motivates individual performance, self control and establishes commitment, independence, and
psychological empowerment and builds trust and team potency within a team of self-leaders.
Factor 3: self-talk (scale ¬ = 0.92 (0.84))

No Questions Actual Max Actual

Score Score %
Score

3 Sometimes I find I’m talking to myself (out loud or in my 7 9 78%

head) to help me deal with difficult problems I face

12 Sometimes I talk to myself (out loud or in my head) to work 8 9 89%

through difficult situations

21 When I’m in difficult situations I will sometimes talk to 9 9 100%

myself (out loud or in my head) to help me get through it

89%

Keep practicing 90% >, Greater effort required 70% - 89%, Challenge yourself < 69%
From the analysis above, we can see that the score percentage of self-talk is 89% which can be
conclude that the respondent needs greater effort required for his self-talk. We can see that the
development can be seen by evaluating covert patterns and mentally react against negative
thoughts by fostering and encouraging optimistic self dialogues. The outcome of this factor is
perhaps the respondent can put greater effort to practice leads to patterns of habitual thinking
which increases development of mental performance, positive affect or decreased negative affect
(nervousness), job satisfaction, self efficacy, creativity and innovation and psychological
empowerment.

Factor 4: self-reward (scale ¬ = 0.93 (0.91))

No Questions Actual Max Actual

Score Score %
Score
 4 When I do an assignment especially well, I like to treat myself 8 9 89%
to something or activity I especially enjoy

13 When I do something well, I reward myself with a special 8 9 89%

event such as a good dinner, movie, shopping trip, etc.

22 When I have successfully completed a task, I often reward 8 9 89%

myself with something I like

89%

Keep practicing 90% >, Greater effort required 70% - 89%, Challenge yourself < 69%
From the analysis above, we can see that the score percentage of self reward performance is 89%
which can be conclude that the respondent needs greater effort required for his self reward
performance. We can see that his development can be seen by extrinsic reinforcing of goal
attainment whether tangible or abstract, and by developing reward systems foster feelings of self
determination . The outcome of this factor is perhaps the respondent to continue practice
motivates individual performance, self control and establishes commitment, independence, and
psychological empowerment and builds trust and team potency within a team of self-leaders.

Factor 5: evaluating beliefs and assumptions (scale ¬ = 0.78 (0.79))

No Questions Actual Max Actual

Score Score %
Score

5 I think about my own beliefs and assumptions whenever I 9 9 100%

encounter a difficult situation

14 I try to mentally evaluate the accuracy of my own beliefs 8 9 89%

about situations I am having problems with
 23 I openly articulate and evaluate my own assumptions when I 7 9 78%
have a disagreement with someone else

29 I think about and evaluate the beliefs and assumptions I hold 7 9 78%

86,25
%

Keep practicing 90% >, Greater effort required 70% - 89%, Challenge yourself < 69%
From the analysis above, we can see that the score percentage of evaluating beliefs and
assumptions is 86,25% which can be conclude that the respondent needs greater effort required
for his evaluating beliefs and assumptions. We can see that his development can be seen by
challenging irrationals, triggered by stressful or troubling situations, with more rational ones and
engendering autonomy and subjective wellbeing. The outcome of this factor is perhaps the
respondent can continue practice leads to patterns of habitual thinking which increases
development of mental performance, positive affect or decreased negative affect (nervousness),
self-efficacy and psychological empowerment.

Factor 6: self-punishment (scale ¬ = 0.86 (0.75))

No Questions Actual Max Actual

Score Score %
Score

6 I tend to get down on myself in my mind when I have 7 9 78%

performed poorly

15 I tend to be tough on myself in my thinking when I have not 8 9 89%

done well on a task

24 I feel guilt when I perform and task poorly 7 9 78%

 30 I sometimes openly express displeasure with myself when I 7 9 78%
have not done well

80,75
%

Keep practicing 90% >, Greater effort required 70% - 89%, Challenge yourself < 69%
From the analysis above, we can see that the score percentage of self-punishment is 80,75%
which can be conclude that the respondent needs greater effort required for his self-punishment
performance. We can see that the development can be seen when applying concern on
performance failure by self-correcting through an introspective yet positively framed
examination of negative behaviors. Do not disregard risk taking and learning from mistakes and
successes. The outcome of this factor is perhaps the respondent will practice to motivate
individual performance, self control and establishes commitment and independence and builds
trust and team potency within a team of self-leaders.

Factor 7: self-observation (scale ¬ = 0.82 (0.73))

No Questions Actual Max Actual

Score Score %
Score

7 I make a point to keep track of how well I’m doing at work 8 9 89%
(school)

16 I usually am aware of how well I’m doing as I perform an 8 9 89%

activity

25 I pay attention to how well I am doing in my work 8 9 89%

31 I keep track of my progress on projects I’m working on 9 9 100%

 91,75
%

Keep practicing 90% >, Greater effort required 70% - 89%, Challenge yourself < 69%
From the analysis above, we can see that the score percentage of self observation is 91,75%
which can be conclude that the respondent needs greater effort required for his self observation
performance. We can see that his development can be seen by challenging goal awareness of
when and why one engages in certain behaviors, fostering feelings of self-determination and
competence and by encouraging positive, desirable behaviors, while suppressing negative
behaviors . The outcome of this factor is perhaps the respondent to continue practice motivates
individual performance, self control and establishes commitment, independence, and
psychological empowerment and builds trust and team potency within a team of self-leaders.

Factor 8: focusing on natural rewards (scale ¬ = 0.74 (0.69))

No Questions Actual Max Actual

Score Score %
Score

8 I focus my thinking on the pleasant rather than the unpleasant 8 9 89%

aspects of my job (school) activities

17 I try to surround myself with the objects and people that bring 8 9 89%
out my desirable behaviors

26 When I have a choice, I try to do my work in ways that I 9 9 100%

enjoy rather than just trying to get it over with

32 I seek out activities in my work that I enjoy doing 8 9 78%

35 I find my own favorite way to get things done 8 9 89%

 91,75
%

Keep practicing 90% >, Greater effort required 70% - 89%, Challenge yourself < 69%
From the analysis above, we can see that the score percentage of natural reward is 91,75% which
can be conclude that the respondent needs greater effort required for his focusing on natural
reward. We can see that the development can be seen by creating situations focusing thoughts on
building intrinsic incentives and more pleasant and enjoyable features into the task itself. The
outcome of this factor is perhaps the respondent can leads to self-control and purpose, positive
affect or decreased negative affect (nervousness), job satisfaction, creativity and innovation and
psychological empowerment.

Factor 9: self-cueing (scale ¬ = 0.91 (0.82))

No Questions Actual Max Actual

Score Score %
Score

9 I use written notes to remind myself of what I need to 8 9 78%

accomplish

18 I use concrete reminders (e.g. notes and lists) to help me focus 8 9 89%
on the things I need to accomplish

89%

Keep practicing 90% >, Greater effort required 70% - 89%, Challenge yourself < 69%
From the analysis above, we can see that the score percentage of self-cueing is 89% which can
be conclude that the respondent needs greater effort required for his self-cueing. We can see that
the development can be seen the rehearsal or practice of desired behaviors before actual
performance avoiding costly miscues and by encouraging positive, desirable behaviors.The
outcome of this factor is perhaps the respondent can motivates individual performance,
self-control and establishes commitment and independence.
2. Observation
The observation that we conducted is using standard observation where we visit kazee and see
the office ambience and atmosphere. We see that the ambience is very calming and flexible. The
employees can interact with each other even with the CEO without burden of department
division. They also refers the atmosphere of the company as “Kekeluargaan.” Self-leadership in
Kazee reduces the workload of controlling subordinates, Mr.Ariya’s leadership enables
employees to continue perform well to be able to solve problems existing in achieving the goals
of the Kazee company and each individual in one direction. This means that the decentralization
process occurs automatically without the need for formal delegation of authority, so that the
decision making process becomes faster for respond to rapid changes that are ultimately
increasing the fulfillment of client requirements.

3. Semi-Structured Interview
To find out and analyze Mr. Ariya self-leadership, we did a Semi-Structured Interview with Mr.
Ariya itself, Mrs. Riri, and Ms. Mardha. Semi-structured interviews have a theme framework to
explore. Before the interview we had prepared the questions we wanted to explore from the
interviewee. W​e asked more open-ended questions, allowing for a discussion with the
interviewee rather than a straightforward question and answer format. This method is qualitative
and open, allowing new ideas to emerge.

- Mr. Ariya (CEO of Kazee)

Mr. Ariya says that the quality of leadership that must exist is the courage to take risks, the
courage to take responsibility, always have a positive mindset, can manage ourselves and the
team. The most difficult challenge as a leader is having to adjust the needs of each person in the
company so Mr. Ariya held routine sharing sessions every month to discuss the problems faced
by each employee. In becoming a leader, Mr. Ariya tends to give freedom in the work of his
employees because he only sets goals and turnover that must be achieved and the employees
from each department will set their respective KPIs even though like that but he is still provide
daily reviews and directions to his employees. For his personality,he said that he had done talent
mapping and the results mentioned that he is a reviewer, commentator, motivator and futuristic.
In addition, he acknowledged that he had many things to do but lacking in administrative matters
so he need a team.

- Ms. Mardha (Data Analyst)

Ms. Madha said that Mr. Ariya is a leader who is a good example for his employees. She
acknowledged that Mr. Ariya had deep ideas, she felt that every day and every time she worked
at Kazee helped her to develop herself and explore new things from various aspects related to
conditions because Mr. Ariya opened his mind about things that unexpected. Working at Kazee
is also flexible and allows employees to set up their own KPI without feeling any pressure as
long as it is within the deadline. In validating Mr. Ariya leadership, she said it was true that he
often motivated and convinced his employees by giving positive words of encouragement and
monthly evaluations. She also said that Mr. Ariya is very capable of controlling himself so he is
rarely angry with employees, such as "there are many opportunities out there" so he assured
employee that even the smallest thing that was done had a big impact going forward, not just for
a small scope which makes her passionate about doing the work.

- Mrs. Riri (Business Development Staff)

Mrs. Riri said that Mr. Ariya's leadership was firm, visionary, and very respectful in matters of
religion. The family atmosphere at the company made Mrs. Riri feel comfortable working at
Kazee than at her previous workplace for 7 years because she felt that working at the kazee had
no seniority and helped one another. This is a conducive environment formed by Mr. Ariya to
work effectively at this startup company that seems important to be displayed to be more
creative, because of a startup cannot be separated from creative individuals.

Lesson Learned
From the questionnaire, observation and interviews we have conducted before, We can learn that
leaders should have better self-observation, self-confidence, self-management, and
decision-making abilities. ​Self-leadership not only focused on the behavior aspect but also
focused on controlling and self-regulatory components such as motivational aspects. ​There are
several contributing factors that become the foundation of someone’s self leadership and support
these factors such as visualizing successful performance, self goal setting, self talk, self reward,
evaluating beliefs and assumptions, self punishment, self observation, focusing on natural
rewards, and self cueing. These 9 factors is the factors that act as a form of self-regulatory ,
self-reward and self-punishment will reinforce desirable and weakens undesirable behavior. We
can learn that Kazee is an established company that runs well and from interviews regarding Mr.
Ariya leadership performance, we can see that he is the figure that is a good leader for his
organization. Besides that, we see his self leadership aspects has score more than 80% which can
be seen that he is the kind of person who keeps improving and maintaining his self leadership
aspect high for himself in order to lead the people in his company.

For the development of self-leadership to work well, it is necessary created a good organizational
climate, in the sense that all individuals in the company need to be conditioned so they don't feel
afraid of failure developing his self-leadership. The role of the leader becomes very important in
this case to create a capable environment accommodate and support behaviors that can lead to
increased self-leadership abilities, such as developing openness through support in words and the
attitude of all individuals is accompanied by effort want to accept other individuals for who they
are no matter how negative they are because there is a belief that within each individual is
contained motivation to work as well as possible when given the opportunity adequate. This is
needed to bring out forces in each individual to continue to spur the ability to lead yourself
which leads to better personal qualities self, family and company. Thus the leader is not another
scary thing for all of his subordinates with his tendency to turn off the potential of his
subordinates.

Appendix
Instructions:
Read each of the following items carefully and try to decide how true the statement is in
describing you. Below is revised self-leadership questionnaire, the rate honestly in sequential
order from 1 (strongly disagree) to 9 (strongly agree)

1 I use my imagination to picture myself performing well on important tasks.

2 I establish specific goals for my own performance.

3 Sometimes I find I’m talking to myself (out loud or in my head) to help me deal
with difficult problems I face.

4 When I do an assignment especially well, I like to treat myself to some thing or

activity I especially enjoy.

5 I think about my own beliefs and assumptions whenever I encounter a difficult

situation.

6 I tend to get down on myself in my mind when I have performed poorly

7 I make a point to keep track of how well I’m doing at work

8 I focus my thinking on the pleasant rather than the unpleasant aspects of my job
activities.

9 I use written notes to remind myself of what I need to accomplish.

10 I visualize myself successfully performing a task before I do it.

11 I consciously have goals in mind for my work efforts.

12 Sometimes I talk to myself (out loud or in my head) to work through difficult

situations.

13 When I do something well, I reward myself with a special event such as a good
dinner, movie, shopping trip, etc.

14 I try to mentally evaluate the accuracy of my own beliefs about situations I am

having problems with.

15 I tend to be tough on myself in my thinking when I have not done well on a task

16 I usually am aware of how well I’m doing as I perform an activity

17 I try to surround myself with objects and people that bring out my desirable
 behaviours.

18 I use concrete reminders (e.g., notes and lists) to help me focus on things I need
to accomplish.

19 Sometimes I picture in my mind a successful performance before I actually do a

task.

20 I work toward specific goals I have set for myself.

21 When I’m in difficult situations I will sometimes talk to myself (out loud or in
my head) to help me get through it.

22 When I have successfully completed a task, I often reward myself with

something I like

23 I openly articulate and evaluate my own assumptions when I have a

disagreement with someone else

24 I feel guilt when I perform a task poorly

25 I pay attention to how well I’m doing in my work

26 When I have a choice, I try to do my work in ways that I enjoy rather than just
trying to get it over with

27 I purposefully visualize myself overcoming the challenges I face

28 I think about the goals that I intend to achieve in the future

29 I think about and evaluate the beliefs and assumptions I hold.

30 I sometimes openly express displeasure with myself when I have not done well.

31 I keep track of my progress on projects I’m working on

32 I seek out activities in my work that I enjoy doing

33 I often mentally rehearse the way I plan to deal with a challenge before I
actually face the challenge

34 I write specific goals for my own performance.

35 I find my own favourite ways to get things done

References

● https://en.wikipedia.org/wiki/Semi-structured_interview
● https://research-methodology.net/research-methods/qualitative-research/observatio
n/
● https://research-methodology.net/research-methods/survey-method/questionnaires-
2/
● https://www.researchgate.net/publication/240257951_The_Revised_Self-Leadership
_Questionnaire_Testing_a_hierarchical_factor_structure_for_self-leadership