Leadership efficacy: Review and future directions

By S. Hannah, Bruce J. Avolio, Fred Luthans, P. D. Harms. 2008

477 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ee28af0157cd1c5215d5188c992803bc481299c8

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

The benefits of a long-lens approach to leader development: Understanding the seeds of leadership (2011, methodology): “Although not specifically tested in previous research, we believe that this relationship will be self-reinforcing given that identity and self-regulatory skills lead to increased interest in leader development and leader development leads to increased self-regulatory skills toward that end (Hannah e”
Linking Developmental Experiences to Leader Effectiveness and Promotability: The Mediating Role of Leadership Self‐Efficacy and Mentor Network (2017, background): “Leadership self-efficacy will determine the extent to which new leadership behaviors acquired from formal development programs are initiated, how much effort will be expended to apply these newly acquired behaviors, and how long such efforts will be sustained in the face of leadership challenges and”
Is leadership a part of me? A leader identity approach to understanding the motivation to lead (2015, methodology): “However, individuals also maintain more narrowly defined self-efficacy beliefs about the particular social roles they enact (Hannah et al., 2008), such as leadership.”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, unknown): “Following Hannah et al.'s suggestion that leader efficacy can be portrayed along a continuum of levels (Hannah et al., 2008: 675), the response format was a seven-point Likert scale, ranging from 1 (strongly disagree) to 7 (strongly agree).”
Leader Self and Means Efficacy: A multi-component approach (2012, methodology): “Further, while Hannah et al. (2008) conceptualized that leaders’ self-efficacy for thought and self-efficacy for selfmotivation were separate constructs; our theorizing and empirical results suggest they are combined as a broader form of leader selfregulatory efficacy.”
A multilevel approach to building and leading learning organizations (2009, background): “Further, multilevel (Crossan, Lane, & White, 1999; Hannah et al., 2008) and social network approaches to leadership (Balkundi & Kilduff, 2005; Mayer & Piccolo, 2006) have also been offered.”
Principal self-efficacy: relations with burnout, job satisfaction and motivation to quit (2012, background): “Still, despite the proven importance of positive efficacy beliefs for optimal functioning, the concept of leadership efficacy has received relatively little attention in the leadership literature (Hannah et al. 2008).”
The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy (2016, unknown): “…to be crucial for predicting several domain-specific behaviors (e.g., career efficacy, Lent & Hackett, 1987; creative efficacy, Tierney & Farmer, 2002; leadership efficacy, Hannah et al., 2008; teaching efficacy, Dellinger, Bobbett, Olivier, & Ellett, 2008; voice efficacy, Huang & Paterson, 2017).”
Moral Maturation and Moral Conation: A Capacity Approach to Explaining Moral Thought and Action (2011, background): “investigation of how individual development can extend to collective development through social learning and influence processes, similar to the effects of a leader's efficacy in bolstering the collective leadership efficacy of his or her group (Hannah et al., 2008).”