Means efficacy: External sources of general and specific subjective efficacy.

By D. Eden. 2001

141 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/33524d287eb19c5e15aae6204b59c3de8cce322f

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Citations in the corpus

Leader Self and Means Efficacy: A multi-component approach (2012, background): “Other people that leaders must rely upon to assist in their performance are also key sources of means (Eden, 2001).”
HOW TRANSFORMATIONAL LEADERSHIP WEAVES ITS INFLUENCE ON INDIVIDUAL JOB PERFORMANCE: THE ROLE OF IDENTIFICATION AND EFFICACY BELIEFS (2008, background): “Expanding on the construct of self-efficacy, Eden (2001) suggests that one’s subjective efficacy involves an individual’s assessment of all of the available resources that can be applied successfully to perform one’s job.”
Simultaneous Examination of the Antecedents and Consequences of Efficacy Beliefs at Multiple Levels of Analysis (2002, background): “Second, knowledge about the experience of other teammates is likely to shape members’ collective efficacy beliefs (e.g., “We can beat this team, because we have accomplished players on our team”; see Eden, 2001).”
Toward a courageous mindset: The subjective act and experience of courage (2007, background): “Means efficacy, an individual’s belief in the quality and utility of the tools available for task performance (Eden, 2001), will also reduce perceived fear and heighten confidence to sponsor courageous action.”
ORGANIZATIONAL STRESS THROUGH THE LENS OF CONSERVATION OF RESOURCES (COR) THEORY (2004, background): “However, only a few studies have illustrated that these resources can be imparted by planned training interventions (Eden, 2001; Freedy & Hobfoll, 1994).”
Moral Maturation and Moral Conation: A Capacity Approach to Explaining Moral Thought and Action (2011, background): “This definition draws on components of both means efficacy (Eden, 2001) and self-efficacy (Bandura, 1997), which are both malleable and open to development.”
How CEO empowering leadership shapes top management team processes: Implications for firm performance (2011, methodology): “Leaders play a major role in cultivating efficacy among employees and inspiring them to believe in their capabilities to successfully perform the assigned work tasks (Eden, 2001).”
Competencies for the Contemporary Career (2013, background): “General self-efficacy (GSE) refers to the perceived ability to perform across a variety of different situations (Bandura, 1997; Eden, 2001; Judge, Erez, Bono & Thoresen, 2002).”
A framework for examining leadership in extreme contexts (2009, background): “Further, tangible resources influence the level of psychological resources available such as means-efficacy, which is based on an individuals' belief in the quality and utility of the tools available for task performance (Eden, 2001).”
The Roles of Self-Efficacy and Task Complexity in the Relationships Among Cognitive Ability, Conscientiousness, and Work-Related Performance: A Meta-Analytic Examination (2001, background): “In addition, it is possible that different forms of self-efficacy, such as coping self-efficacy and general self-efficacy, may be better predictors of complex performance than task-specific self-efficacy (e.g., Eden, 2001).”
HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES (2011, methodology): “As shown in Figure 1, we extend prior research on LMX by integrating Eden’s (2001) internal–external model of efficacy perceptions.”