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

In: Leadership Perspectives

Author

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  • Joe Jaina

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.

Suggested Citation

  • Joe Jaina, 2008. "Leaders and Their Self-Efficacy Beliefs: Why Working Relationships Matter," Palgrave Macmillan Books, in: Kim Turnbull James & James Collins (ed.), Leadership Perspectives, chapter 14, pages 193-207, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-58406-8_14
    DOI: 10.1057/9780230584068_14
    as

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