Extending Self-Efficacy Theory to Leadership: A Review and Empirical Test

By Mick McCormick, Jesus Tanguma, Anita Sohn López-Forment. 2002

170 citations recorded by the source corpus.

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 selfefficacy 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.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/064bd9af92481b5f914fa94e20a727bc067baffb

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Transgender College Students: An Exploratory Study of Perceptions, Engagement, and Educational Outcomes (2012, background): “Efficacy is a powerful predictor of leadership capacity (Dugan & Komives, 2010) and both contribute to actual attempts to engage in leadership (McCormick et al., 2002; Paglis & Green, 2002).”
Leader Self and Means Efficacy: A multi-component approach (2012, background): “Ng et al. (2008) argued that this is because distal personality traits create task-specific motivation as represented by more proximal self-efficacy beliefs, with personality representing a hierarchical structure comprised of both abstract and more contextualized self-relevant factors that are inter”
Leadership efficacy: Review and future directions (2008, background): “…et al., 2000; Finn et al., 2007; Hannah, 2006; Hendricks and Payne, 2007; Hoyt, 2005; Kane et al., 2002; Larson and Borgen, 2006; McCormick, 999; McCormick et al., 2002; Mellor et al., 2006; Murphy and Ensher, 999; Onglatco et al., 993; Paglis and Green, 2002; Semandar et al., 2006; Singer,…”
Mentoring Impact on Leader Efficacy Development: A Field Experiment (2011, background): “Examples include ratings of leader potential (Chan & Drasgow, 2001); attempts to take on leadership positions (McCormick et al., 2002; Paglis & Green, 2002); motivation to lead (Chan & Drasgow, 2001); simulated organizational performance (Wood & Bandura, 1989); and manager performance ratings (e.”