Self-efficacy changes in groups: effects of diversity, leadership, and group climate

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Investigating the relationship between employability and self-efficacy: A cross-lagged analysis (2008, background): “It also appears that younger individuals perceive themselves as more employable (van der Heijde & van der Heijden, 2005 ) and report stronger efficacy beliefs (Choi, Price, & Vinokur, 2003 ) in comparison with older persons.”
Leadership, self, and identity: A review and research agenda (2004, background): “In addition, Choi, Price, and Vinokur (2003) found that leaders who are perceived to be more supportive contribute positively to follower self-efficacy (in contrast, Shamir et al., 1998, 2000 found leader supportive behavior to be unrelated to follower self-efficacy).”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “We note, however that Choi et al. (2003) developed another team-level scale which specifically measures the characteristics of affective climate at higher levels via aggregation.”
What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders (2009, unknown): “With this notion in mind, characteristics of the affective climate – including the level of warmth, support, acceptance, sincerity and enthusiasm – serve as social control mechanisms guiding team members on how to interpret events, develop appropriate attitudes, and understand expectations concernin”