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Leadership self‐efficacy: research findings and practical applications

Leadership self‐efficacy: research findings and practical applications Purpose – The purpose of this paper is twofold: first, to review the research examining self‐efficacy's role in leadership, and second, to propose research‐based practical applications for improving leadership in organizations. Design/methodology/approach – The literature on leadership self‐efficacy (LSE) is reviewed, and research‐based organizational applications are derived therefrom. Findings – Bandura's self‐efficacy construct has been the subject of extensive research over the past 30 years, with meta‐analysis supporting its positive relationship with performance. Its specific connection to leadership has recently attracted substantial attention with the introduction and exploration of the LSE concept. Credible evidence links LSE with leaders' individual performance and their units' collective efficacy and performance. Research on LSE antecedents and Bandura's theoretical work on self‐efficacy cues support propositions for selecting and developing leaders and creating a high LSE climate. Originality/value – The paper has value for both academics and practitioners by summarizing the current state of LSE research and building a bridge to its practical application for improving organizational leadership. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Leadership self‐efficacy: research findings and practical applications

Journal of Management Development , Volume 29 (9): 12 – Sep 21, 2010

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References (52)

Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621711011072487
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is twofold: first, to review the research examining self‐efficacy's role in leadership, and second, to propose research‐based practical applications for improving leadership in organizations. Design/methodology/approach – The literature on leadership self‐efficacy (LSE) is reviewed, and research‐based organizational applications are derived therefrom. Findings – Bandura's self‐efficacy construct has been the subject of extensive research over the past 30 years, with meta‐analysis supporting its positive relationship with performance. Its specific connection to leadership has recently attracted substantial attention with the introduction and exploration of the LSE concept. Credible evidence links LSE with leaders' individual performance and their units' collective efficacy and performance. Research on LSE antecedents and Bandura's theoretical work on self‐efficacy cues support propositions for selecting and developing leaders and creating a high LSE climate. Originality/value – The paper has value for both academics and practitioners by summarizing the current state of LSE research and building a bridge to its practical application for improving organizational leadership.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Sep 21, 2010

Keywords: Management development; Leadership; Performance management

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