Extending Self-Efficacy Theory to Leadership: A Review and Empirical Test
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| Title: | Extending Self-Efficacy Theory to Leadership: A Review and Empirical Test |
|---|---|
| Language: | English |
| Authors: | McCormick, Michael J., Tanguma, Jesús, López-Forment, Anita Sohn |
| Source: | Journal of Leadership Education. Win 2002 1(2):34-49. |
| Availability: | Association of Leadership Educators. e-mail: Jole@aged.tamu.edu; Web site: http://leadershipeducators.org/page-1014283 |
| Peer Reviewed: | Y |
| Page Count: | 16 |
| Publication Date: | 2002 |
| Document Type: | Journal Articles Reports - Research |
| Education Level: | Higher Education Postsecondary Education |
| Descriptors: | Self Efficacy, Leadership Role, Questionnaires, Undergraduate Students, Leadership Effectiveness, Prediction, Hypothesis Testing, Statistical Analysis, Leadership, Gender Differences |
| ISSN: | 1552-9045 |
| Abstract: | In this study Bandura's (1986) self-efficacy concept was extended to the leadership studies domain. The literature was reviewed to support the proposition that high leadership self-efficacy was a necessary, though not sufficient, factor contributing to leadership performance. Also, antecedents of leadership self-efficacy were identified based upon self-efficacy theory. Leadership self-efficacy was found to predict leadership behavior and distinguish leaders from nonleaders. Further, prior leadership experiences predicted leadership self-efficacy judgments. Finally, women reported significantly lower leadership self-efficacy than men. Implications for leadership education practices and future research are discussed. |
| Abstractor: | As Provided |
| Number of References: | 44 |
| Entry Date: | 2017 |
| Access URL: | https://www.journalofleadershiped.org/attachments/article/23/JOLE_1_2_McCormick_Tanguma_Lopez-Forment.pdf |
| Accession Number: | EJ1150159 |
| Database: | ERIC |
| Abstract: | In this study Bandura's (1986) self-efficacy concept was extended to the leadership studies domain. The literature was reviewed to support the proposition that high leadership self-efficacy was a necessary, though not sufficient, factor contributing to leadership performance. Also, antecedents of leadership self-efficacy were identified based upon self-efficacy theory. Leadership self-efficacy was found to predict leadership behavior and distinguish leaders from nonleaders. Further, prior leadership experiences predicted leadership self-efficacy judgments. Finally, women reported significantly lower leadership self-efficacy than men. Implications for leadership education practices and future research are discussed. |
|---|---|
| ISSN: | 1552-9045 |
