Leaders and Their Self-Efficacy Beliefs: Why Working Relationships Matter

Joe Jaina

Chapter 14 in Leadership Perspectives, 2008, pp 193-207 from Palgrave Macmillan

Abstract: Abstract This chapter will explore the concept of self-efficacy (Bandura, 1997), and the link to leadership outcomes. A key focus will be the interpersonal relationship sources of these beliefs and a review of how levels of psychological similarity through shared meaning in work-based relationships may influence self-efficacy beliefs for leaders. The chapter provides consideration of empirical case studies that are concerned with leadership and self-efficacy implications of work relationships in the profit and not-for-profit sector. Overall, work relationships that involve higher levels of psychological similarity through shared meaning are more likely to support leaders’ self-efficacy beliefs.

Keywords: Efficacy Belief; Shared Meaning; Work Relationship; Vicarious Experience; Repertory Grid (search for similar items in EconPapers)
Date: 2008
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-58406-8_14

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230584068

DOI: 10.1057/9780230584068_14

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().