Employee engagement and manager self‐efficacy

By Fred Luthans, Suzanne J. Peterson. 2002

460 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/491c2de7c794e8277efa4fb1e0e07460381c6464

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Job Performance in the Learning Organization: The Mediating Impacts of Self‐Efficacy and Work Engagement (2018, unknown): “Empirical evidence supports the relationships of self-efficacy with work engagement (Luthans & Peterson, 2002 ; Pati & Kumar, 2010 ), teachers’ in-role behaviors (Ross, Cousins, & Gadalla, 1996 ; Soodak & Podell, 1996 ), and work-related performance (Stajkovic & Luthans, 1998 ).”
Too engaged? A conservation of resources view of the relationship between work engagement and work interference with family. (2009, unknown): “…as “a positive, fulfilling, workrelated state of mind that is characterized by vigor, dedication, and absorption” (Schaufeli, Salanova, Gonzalez-Roma, & Bakker, 2002, p. 74; see also Demerouti, Bakker, de Jonge, Janssen, & Schaufeli, 2001; Hallberg & Schaufeli, 2006; Luthans & Peterson, 2002).”
Beyond Engagement:Toward a Framework and Operational Definition for Employee Work Passion (2009, unknown): “…that examined personal characteristics or trait characteristics such as Type a behavior (Hallberg, Johansson, & Schaufeli, 2007), self-efficacy (Luthans & Peterson, 2002; Schaufeli & Salanova, 2007; Stajkovic & Luthans, 1998), personality dimensions (Judge, Bono, & Locke, 2000; Judge, Heller,…”
The effects of leadership satisfaction on employee engagement, loyalty, and retention in the hospitality industry (2019, background): “Other scholars have identified leadership to be an important antecedent of employee engagement (e.g., Carasco-Saul, Kim, & Kim, 2015; Luthans & Peterson, 2002; Xu & Cooper Thomas, 2011).”
The Origin of Failure: A Multidisciplinary Appraisal of the Hubris Hypothesis and Proposed Research Agenda (2014, background): “It helps leaders formulate creative and striving visions (Luthans, Luthans, Hodgetts, & Luthans, 2001; Shipman & Mumford, 2011) and brings a sense of excitement and enthusiasm (Chemers, Watson, & May, 2000) and a willingness to take risks (Luthans & Peterson, 2002).”
Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes (2019, background): “Over the decades, work engagement has become significant as a broader concept that includes involvement and self-presence at work [82].”
Impact of Transactional Leadership and Transformational Leadership on Employee Performance: A Case of FMCG Industry of Pakistan (2018, background): “According to Luthans and Peterson (2002) employees who are immensely engaged in their organization and show high level of commitment towards the organization generate great profits and give maximum performance for the benefit of their organizations.”
The impact of executive coaching on self‐efficacy related to management soft‐skills (2010, background): “These studies have notably examined group efficacy (Prussia and Kinicki, 1996), adaptation stress (Schaubroek and Merritt, 1997), creativity and productivity (Tierney and Farmer, 2002), management efficacy, performance and idea generation (Gist, 1989; Luthans and Peterson, 2002; Wood and Bandura, 19”