A leadership self-efficacy taxonomy and its relation to effective leadership

Anderson, David W.; Krajewski, Henryk T.; Goffin, Richard D.; Jackson, Douglas N.

doi:10.1016/j.leaqua.2008.07.003

Cited by 126 publications

(159 citation statements)

References 38 publications

(55 reference statements)

Supporting

Mentioning

150

Contrasting

Unclassified

Order By: Relevance

“…Building upon the work of Paglis and Green and their definition of leadership self-efficacy, Anderson et al built a framework for assessing the relationship between leader's beliefs about their own abilities (leadership self-efficacy) and their job performance [14].…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Relationship between Leadership Self-Efficacy and Leadership Effectiveness of First-Line Nurse Managers

Abou¹

2017

Arts Social Sci J

View full text Add to dashboard Cite

Background: Today, nursing leaders face unprecedented challenges as healthcare organizations struggle to adapt to ever-accelerating rates of change both internally with the external environment in which they are embedded. The connection between leadership self-efficacy and leadership effectiveness may be critical to find new ways of selecting and developing leadership in healthcare organizations. Greater understanding is needed regarding how leaders' efficacy beliefs interact with their broader self-concept and effectiveness to increase the adaptability across numerous challenges, roles, and performance contexts.

show abstract

Section: Conceptual Frameworkmentioning

confidence: 99%

Relationship between Leadership Self-Efficacy and Leadership Effectiveness of First-Line Nurse Managers

Abou¹

2017

Arts Social Sci J

View full text Add to dashboard Cite

show abstract

“…It was made available via an online link on the internet. The questionnaire was based on the List of 88 Attributes -the Inventory of Leadership Self-Efficacy by Anderson et al (2008) from which the authors of this paper designed a new instrument with a new designation of namely, the 65 attributes of leadership self-efficacy.…”

Section: Methodsmentioning

confidence: 99%

Trust and Emotions Energize Organizational Performance

Martins¹,

Martins²

2017

EJBM

View full text Add to dashboard Cite

The aim of this paper is to shed more light on the significant effect that leadership self-efficacy and shared leadership have on organizational performance. The purpose of this study is to contribute to the research on shared leadership that is still in its early stages. Trust, as a component of social capital, is considered the essential criteria for an emotionally aware leader. Trust enables individuals to channel their energy on those aspects of work for which they have real passion. Emotions, whether positive or negative, stimulate and steer organizational performance and behavior. Humor can reduce absenteeism; improve levels of effort, health and energy, all of which influence the levels of performance. The case study methodology focused on a profit-oriented Information Technology SME. A questionnaire was distributed to ascertain how leadership self-efficacy might influence shared leadership and affect organizational performance. The study entails the presupposition that those managers who have regard for the self-efficacy leadership attributes cluster will have a higher probability of improving both perceived and actual employee performance. The results of this study seem to demonstrate that emphasis is placed on the problem-solving attributes of leadership self-efficacy. This will result in a positive impact on the organizational performance as a whole. This paper is of added value for scholars and organizations in the knowledge economy.

show abstract

“…However, some researchers have different opinions. For example, Anderson et al believe that managers with low management self-efficacy may make up for their lack of self-efficacy through more efforts [8].…”

Section: Managerial Performancementioning

confidence: 99%

A Review of Research on Management Self-efficacy

2018

2018 International Conference on Education Technology, Economic Management and Social Sciences (ETEMSS 2018)

View full text Add to dashboard Cite

Abstract:Managers play a leading role in the activities of the entire organization. The self-efficacy of managers not only affects their own management performance, but also affects the entire organization. Therefore, research on managerial self-efficacy will have an important effect on employees, managers themselves, and the entire organization. Through analysis of a large number of related literatures at home and abroad, this paper first defines the concept of general self-efficacy, and then summarizes the factors affecting self-efficacy mainly include pre-performance, competency, goal setting, attribution, and demographic factors. In terms of outcome variables, the relationship between management self-efficacy and managerial work attitude, work behavior, and job performance is discussed. Finally, in order to solve the problems existing in the current research and future development prospects, further research directions are proposed.

show abstract

A leadership self-efficacy taxonomy and its relation to effective leadership

Cited by 126 publications

References 38 publications

Relationship between Leadership Self-Efficacy and Leadership Effectiveness of First-Line Nurse Managers

Relationship between Leadership Self-Efficacy and Leadership Effectiveness of First-Line Nurse Managers

Trust and Emotions Energize Organizational Performance

A Review of Research on Management Self-efficacy

Contact Info

Product

Resources

About