In today's high pace of globalization and constant development of organizations, it is highly crucial that companies are able to adapt and figure out how to do things differently, such as to resolve how to streamline their work with the resources they have in the best possible way. One way of doing this is through the concept of Self-leadership which is a phenomenon providing the employees with more freedom and working independently more frequently without constant external executive control. Therefore, the authors of this paper have studied how the employees can use self-leadership with the purpose to examine if self-leadership can be used as a universal concept as well as in which situations it can be utilized. Thus, this master's thesis aims to contribute to the theoretical and empirical findings regarding this concept. This, by presenting various theories about the aspects of self-leadership in order to get a better understanding of how trust, communication and reliance may facilitate the entire process and how the leader of an organization could affect the practice and outcome of self-leadership. In order to provide a more in-depth aspect regarding the individuals practicing it on a daily basis, the authors have also studied the psychological aspects that may affect the practice, bearing in mind the cultural aspects that one possesses to see how these two factors may be intertwined to the concept of self-leadership. Additionally, the authors have studied the pros and cons with self-leadership as well as to find out whether or not self-leadership can be used as a universal concept that can be applicable in all working situations, independent of what role one has or in what sector one operates in, which is also one of the focal points of this study. Further, it has been examined to what extent self-leadership affects the performance of the person practicing it. Based on the theoretical findings and empirical data collected from practitioners working with self-leadership, operating in the international banking and IT sector, 4 semi-structured interviews were conducted which resulted in conclusions such as that self-leadership can be used by anyone, at any place or any time, no matter role or organization, rather the question lays within to what extent it may be practiced as some specific situations might require it more or less. Finally, the authors of this paper believe that self-leadership is applicable in all situations and that anyone would be able to practice it if there are enough balance between trust and communication from the the individuals in the organization and if it is clear enough by the superiors to what extent it may be practiced in different situations.