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Occupational self-efficacy is an important resource for individuals in organizations. To be able to compare the occupational self-efficacy of employees across different countries, equivalent versions of the standard instruments need to be made available in different languages. In this article, the authors report on the structural and construct validity of an instrument that assesses occupational self-efficacy across five countries (Germany, Sweden, Belgium, United Kingdom, Spain), based on an overall sample of N =1,535. The instrument can be recommended for comparative use in German, Swedish, Belgian, Spanish, and British organizational contexts.

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In the present study we analyzed cultural variations of managerial gender typing, i.e., that managers are perceived as possessing traits that are part of the masculine stereotype.Management students of both sexes from three different countries-Australia, Germany, and India-estimated the percentage to which one of three stimulus groups, i.e., executives-ingeneral (no gender specification), male executives, or female executives, possesses personoriented and task-oriented leadership traits. Participants also rated the importance of these characteristics for the respective group. Furthermore, another group of participants described themselves regarding the two types of traits and their importance for themselves. Altogether, the results indicate a less traditional view of leadership compared to previous findings, which is very similar in all three countries. Nevertheless, there exists an interculturally shared view of a female-specific leadership competence according to which women possess a higher person orientation than men. The self-descriptions of the female and male management students regarding person-and task-oriented traits were found to be very similar.