The purpose of this study is to investigate how participation and racing in ultra-endurance events contribute to an executive's self-leadership habits. Some research indicates that physical fitness is a key component of an executive's program (e.g., Neck, Mitchell, Manz, Cooper and Thompson, 2000; Neck and Houghton, 2006; Lovelace, Manz, and Alves, 2007; Moore, 2015, Manz, 2015). However, much of this research reflects approximately one hour of physical fitness work per day, five to seven days a week. Scant research exists on how extreme levels of exercise (i.e., 18–30 hours per week) can contribute to successful self-leadership. Some research indicates that participation in ultra-endurance sports increases self-efficacy (e.g., Simpson et al., 2014). Likewise, a growing body of research (e.g., Baker, 2015; Simpson et al., 2014) shows that ultra-endurance athletes commonly apply constructive thought patterns, behavioral strategies and natural rewards strategies synonymous with the self-leadership literature without realizing it. This study will investigate how an ultra-endurance athlete develops self-leadership habits through the formative experience of ultra-endurance racing and how he/she applies these habits away from racing. Furthermore, this study intends to lay the foundation for the creation of a prescriptive theory of self-leadership habit building that other executive leaders can apply to their own lives.
|Commitee:||Houghton, Jeffrey, Lonam, Matthew, Perry, Michael|
|School:||University of Charleston - Beckley|
|Department:||Buisness and Leadership|
|School Location:||United States -- West Virginia|
|Source:||DAI-B 80/03(E), Dissertation Abstracts International|
|Subjects:||Behavioral psychology, Psychology|
|Keywords:||Executive leader, Self-leadership, Self-regulation, Ultra-endurance|
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