Self-Efficacy and Leadership Effectiveness: Applying Social Cognitive Theory to Leadership

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A Leadership Identity Development Model: Applications from a Grounded Theory (2006, background): “Efficacy for leadership was a central cognitive variable and contributed to selfconfidence (McCormick, 2001) that in turn related to the development of identity.”
Cultivating Principals’ Self-Efficacy: Supports that Matter (2007, background): “McCormick (2001) suggests that principal self-efficacy can be defined as a principal’s self-perceived capability to perform the cognitive and behavioral functions necessary to regulate group processes in relation to goal achievement.”
Leadership efficacy: Review and future directions (2008, background): “…to leadership research, there have been only limited theory-building contributions linking efficacy to leaders (Chemers, 1997; Hollenbeck and Hall, 2004; Luthans et al., 2002; Kirkpatrick and Locke, 1996; McCormick, 2001; Popper et al., 2004; Prussia et al., 1998; Rafferty and Griffin, 2006).”
Principals Sense of Efficacy: Assessing a Promising Construct. (2004, background): “It is a principal’s self-perceived capability to perform the cognitive and behavioral functions necessary to regulate group processes in relation to goal achievement (McCormick, 2001, p. 30).”
Principal self-efficacy: relations with burnout, job satisfaction and motivation to quit (2012, background): “According to McCormick (2001) self-efficacy is a key cognitive variable regulating leader functioning in dynamic environments (McCormick 2001).”