The impact of group efficacy beliefs and transformational leadership on followers’ self-efficacy: a multilevel-longitudinal study

Salanova, Marisa; Rodríguez-Sánchez, Alma; Nielsen, Karina

doi:10.1007/s12144-020-00722-3

Cited by 22 publications

(41 citation statements)

References 65 publications

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“…For many scholars (Szrek et al, 2019), nonalignment and resistance are among the most commonly cited barriers to change. Particularly, recent research (Salanova et al, 2020;Boulagouas et al, 2021) has shown the importance of the employees and their psychological factors in the change conduct, for instance, benefits of self-efficacy to work motivation, engagement and job satisfaction. Moreover, Nielsen et al (2020) have served to increase focus on management ingredients (i.e.…”

Section: Discussionmentioning

confidence: 99%

Proposal of a temporality perspective for a successful organizational change project

Boulagouas

Chaib

Djebabra

2021

IJWHM

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PurposeImprovements to health and safety at work constantly involve organizational changes (OCs). However, the OC initiatives often fail at achieving their intended goals despite efforts to draw knowledge from various disciplines, such as sociology, psychology and information sciences, to guide the change implementation. This paper proposes a temporality approach to manage the resistance during an OC project based on the capitalization of the actors' behaviors (i.e. alignment/resistance) for successful OC implementation.Design/methodology/approachEmployees in an industrial company (N = 186) undergoing an OC answered a questionnaire survey. The statistical analysis approach was used to measure the influence of the constructs of the proposed temporality capitalization approach on the OC conduct.FindingsResults indicate that the considered constructs have positive and significant correlations with OC development. It has also been found that the employees' alignment is highly correlated with the opportunities they might gain from the OC.Practical implicationsThe proposed temporality capitalization approach shows that providing the employees with clear objectives is not sufficient to support the change, and it is suggested that the change management has to move a step further and seek to target the perspectives of the employees to energize them around the OC and maximize their alignment.Originality/valueIn this paper, change management is approached through the temporality capitalization that confirms the importance of monitoring the change development through the alignment. In other terms, the curve of the adaptation of the change receivers matters and should attract more attention rather than the change implementation speed.

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Section: Discussionmentioning

confidence: 99%

Proposal of a temporality perspective for a successful organizational change project

Boulagouas

Chaib

Djebabra

2021

IJWHM

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“…It was argued by Chen et al ( 2009 ) that self-efficacy is generally a more proximal predictor of the individual regulation process due to its greater information value on forming judgments about personal competence. The longitudinal study also demonstrated that some of the variances in individual self-efficacy are explained by group levels of efficacy beliefs about their team (Salanova et al, 2020 ). Thus, we propose a recursive relationship between team efficacy and self-efficacy and state that group-focused TFL has a positive effect on follower's self-efficacy through the mediating role of team efficacy.…”

Section: Theories and Hypothesismentioning

confidence: 99%

The Dual Effect of Transformational Leadership on Individual- and Team-Level Performance: The Mediational Roles of Motivational Processes

2021

Front. Psychol.

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Using matched four-stage data from 477 team members and their 132 team leaders in Chinese companies, we examined a cross-level model in which group- and individual-focused transformational leadership (TFL) and their influence on team and member performance from the perspective of multilevel model of motivation in teams. The results indicated that group-focused TFL exerts positive effects through sequential mediation of team efficacy and team process whereas individual-focused TFL has a positive effect on team members' performance through sequential mediation of followers' self-efficacy and individual regulation process. In addition, we also find significant cross-level mediation effects demonstrating that group-focused TFL was positively related to self-efficacy through the mediator of team efficacy, team efficacy was positively related to the individual regulation process through the mediator of the team process, team process was positively related to individual performance through the mediator of the individual regulation process. Theoretical and applied implications are discussed.

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“…This illustrates that the higher level of self-efficacy leads to increase the self-esteem, self-assurance and consequently, self-confidence while one is exerting his capabilities and efforts in an attempt to achieve the goals and increases the level of commitment and motivation in the person during his job (Liu, 2019). Furthermore, this self-efficacy is highly instigated through the transformational leadership which becomes a strong source for clarifying the goals to other organizational members through communicating them with high level of self-confidence (Salanova, Rodríguez-Sánchez, & Nielsen, 2020). Further, selfefficacy determines the preferences of the individuals while making any decision which develops the organizational trust in the individual through increasing the motivation level which reduces the effects of obstacles and hinderances while achieving the organizational goals (Chen et al, 2021;Demir, 2020).…”

Section: Relationship Between Self-efficacy and Work Engagementmentioning

confidence: 99%

Self-Efficacy as a function of Work Engagement with the mediating role of Organizational Trust in Higher Educational Institutions.

2021

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Purpose: The purpose of this paper is to find out the impact of the self-efficacy on work engagement in the employees working in the organization especially on the educationists (teachers and professors) working in the educational institutions of Southern Punjab, Pakistan. Methodology/Design: The paper focuses on the survey with a questionnaire containing 30 questions with 7-point Likert Scale ranging from 1.0 (Strongly Disagree) to 7.0 (Strongly Agree) inculcating all three variables (self-efficacy, organizational trust and work engagement). The sample population was obtained from the Southern Punjab including the teachers and professors working in the public as well as private sector institutions. Quantitative data was analyzed through Pearson Correlation and Multiple Linear Regression. Findings: The study finds the institutions pertaining to the higher education especially in South Punjab, Pakistan must focus on imparting self-efficacy within the employees to have high performance and growth. Limitations/Future Research: The study was based on a single research approach for investigation i.e., quantitative which may affect the investigation’s outcomes. Furthermore, the findings of current study are cross-sectional. Future study may entail longitudinal study for investigating the relationship between self-efficacy and work engagement. Moreover, the study has been conducted with one mediator – organizational trust. Future research may go with more or other mediators like working conditions, employees’ motivations, goal progress. Practical Implications: The authors discuss the importance of the self-efficacy in the employees in order to enhance the work engagement within them through building the organizational trust. Originality/Value: This study is fist of its kind that discusses the relationship between self-efficacy as well as the work engagement with a mediating role of organizational trust. The paper highlights the importance of the self-efficacy while employees exert their efforts to achieve their objectives enthusiastically due to the trust they have in the organizations. Keywords: Self-Efficacy, Work Engagement, Organizational Trust, Educationists, Higher Educational Institutions, Southern Punjab

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The impact of group efficacy beliefs and transformational leadership on followers’ self-efficacy: a multilevel-longitudinal study

Cited by 22 publications

References 65 publications

Proposal of a temporality perspective for a successful organizational change project

Proposal of a temporality perspective for a successful organizational change project

The Dual Effect of Transformational Leadership on Individual- and Team-Level Performance: The Mediational Roles of Motivational Processes

Self-Efficacy as a function of Work Engagement with the mediating role of Organizational Trust in Higher Educational Institutions.

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