Self – efficacy as a resource

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Transformational Leadership ◽  
Self Efficacy ◽  
Affective Commitment ◽  
Statistical Significance ◽  
Statistical Significance Testing ◽  
Significant Interaction Effect ◽  
Content Type ◽  
The Future ◽  
High Level ◽  
Reactions To Change

Purpose This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on employee positivity in reacting to change. Secondly, it aims to investigate whether the extent of change moderates the relationship between transformational leadership, self-efficacy and reactions to change. This study also explores the possibility that when the extent of change is higher, the effectiveness of transformational leadership may be lower. Design/methodology/approach This study used a sample of employees where the organization was going through significant change. Employee ratings on specific scales were used to measure transformational leadership, self-efficacy, affective commitment to organizational change, and intention to support change. A cumulative change index was used to assess the number of changes employees had experienced during the change process. Findings The results confirmed hypothesis 1 that transformational leadership was related to affective commitment and intention to support change and this was to a high level of statistical significance. Testing hypothesis 2 that self-efficacy mediated the effect of transformational leadership on commitment and intention to support change indicated that self-efficacy did mediate in this relationship confirming both hypothesis 2a and 2 b. The results did not support hypothesis 3a, with no significant interaction effect showing that the interaction between transformational leadership and self-efficacy did not differ between low versus high extent of change. However, the results did support hypothesis 3 b with the strength of the positive relationship between self-efficacy and reactions to change differing across high versus low extent of change. For both affective commitment and intention to support change, the interaction of self-efficacy and change index was significant. Research limitations/implications Current weaknesses in the transformational leadership research include: a bias towards heroic leadership and away from collective and shared process of leadership, the underlying processes have not been clearly identified, lack of precision about situational variables that may impact on these processes. This paper does not address the first weakness. Practical implications Self-efficacy gains importance when the extent of change is high. The results suggest that change managers should adopt a transformational style of leadership to enhance recipients’ self-efficacy to generate positive attitudes and behaviours during change. They also suggest the selection and training of managers in transformational leadership attributes and also the inclusion of this in the monitoring of managers’ behaviours in post. The research outlined in this paper makes a significant contribution to an organization’s capacity to achieve change, particularly when the extent of change is high. Social implications This research provides ways in which organizations can better achieve change through positive processes. Originality/value Transformational leadership can create a vision of the future and inspire followers to work to achieve it and to build hope and confidence for the future. This can prevent or overcome resistance to or reluctance about change. Lack of alignment of values between employees and the organization can result in change failure. This paper provides original insight into how change can be achieved by transformational leadership building self-efficacy.

Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change

2020 ◽  
Vol 33 (2) ◽  
pp. 301-317 ◽  
Author(s):  
Secil Bayraktar ◽  
Alfredo Jiménez
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Conservation Of Resources ◽  
Content Type ◽  
Reactions To Change ◽  
The Impact ◽  
The Relationship

PurposeDrawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.Design/methodology/approachA survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.FindingsThe findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.Practical implicationsThe results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.Originality/valueThis study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.

The influence of transformational leadership on followers’ affective commitment

2015 ◽  
Vol 20 (6) ◽  
pp. 583-603 ◽  
Author(s):  
Florence Stinglhamber ◽  
Géraldine Marique ◽  
Gaëtane Caesens ◽  
Dorothée Hanin ◽  
Fabrice De Zanet
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Organizational Identification ◽  
Affective Commitment ◽  
Spillover Effect ◽  
Transformational Leaders ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Person Organization Fit

Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers. Originality/value – By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.

Self-efficacy: A key mediator between transformational leadership and volunteers’ performance?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Self Efficacy ◽  
Personal Development ◽  
Voluntary Sector ◽  
Service Organizations ◽  
Voluntary Service ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between transformational leadership and volunteers' performance and the role of self-efficacy as a mediator in this relationship. Design/methodology/approach This is a study based on responses to a questionnaire completed by a sample of volunteers in a voluntary sector organization in Hong Kong. This was an application of intrinsic motivation theory. Findings 1. Transformational leadership is positively associated with volunteers' performance, both in-role and extra-role. 2. The positive relationships between transformational leadership and volunteers' performance, both in-role and extra-role, are mediated by self-efficacy. Research limitations/implications This research has originality in that it studies these relationships in a voluntary sector organization. It uses questionnaire responses for data and hence there is no direct observation or measurement of volunteer performance. Practical implications Voluntary service organizations need to focus on issues of intrinsic motivation and personal development for volunteers. Originality/value This study has originality in enhancing the understanding of mechanisms mediating the relationship between transformational leadership and volunteers' performance.

Entrepreneurial leadership and employee innovative behavior: an examination through multiple theoretical lenses

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amjad Iqbal ◽  
Tahira Nazir ◽  
Muhammad Shakil Ahmad
Keyword(s):  
Self Efficacy ◽  
Affective Commitment ◽  
Psychological Safety ◽  
Equation Modeling ◽  
High Tech ◽  
Entrepreneurial Leadership ◽  
Innovative Behavior ◽  
Content Type ◽  
Creative Self

PurposeThe purpose of this research is to determine the relationship between entrepreneurial leadership and employee innovative behavior and examine mediating role of affective commitment, creative self-efficacy and psychological safety in this relationship.Design/methodology/approachUsing cross-sectional research design, data were collected from 343 employees of information technology (IT) service firms in Pakistan. Partial least squares–structural equation modeling (PLS-SEM) technique was applied to test the proposed research model.FindingsThe findings reveal that entrepreneurial leadership is strongly and positively related to employee innovative behavior. Moreover, affective commitment, creative self-efficacy and psychological safety simultaneously mediate this relationship.Practical implicationsThis study uncovers the important role of entrepreneurial leadership in driving employee innovative behavior in high-tech services industry. Findings of this study suggest that by practicing entrepreneurial behaviors, managers can enhance employees' affective commitment, creative self-efficacy and psychological safety, which invoke employees to demonstrate innovative behavior leading toward improved innovation performance at organizational level.Originality/valueThis research makes novel contribution to entrepreneurial leadership theory by using competing theoretical perspectives and subsequently providing more nuanced picture of the contrasting mechanisms that transmit the impact of entrepreneurial leadership on employee innovative behavior.

Emotional self-efficacy and psychological health of police officers

2019 ◽  
Vol 42 (4) ◽  
pp. 598-610
Author(s):  
Clémence Violette Emeriau-Farges ◽  
Andrée-Ann Deschênes ◽  
Marc Dussault
Keyword(s):  
Police Officers ◽  
Psychological Health ◽  
Self Efficacy ◽  
Well Being ◽  
Content Type ◽  
Emotional Skills ◽  
Theoretical Contribution ◽  
Understanding Emotions ◽  
High Level ◽  
The Relationship

PurposeThe evaluation of emotional management in police environments has impacts on their health and on their interventions (Monier, 2014; Van Hoorebeke, 2003). There are significant costs related to occupational diseases in the police force: absenteeism, turnover, deterioration of the work climate (Al Ali et al., 2012). Considering that policing involves a high level of emotional control and management (Monier, 2014; Al Ali et al., 2012; Dar, 2011) and that no study has yet examined the relationship between police officers’ emotional competencies and their psychological health at work (PHW), the purpose of this paper is to explore the relationship and influence of emotional self-efficacy (ESE) on PHW in policing.Design/methodology/approachPHW results from psychological distress at work (PDW) (irritability, anxiety, disengagement) and psychological well-being at work (PWBW) (social harmony, serenity and commitment at work) (Gilbertet al., 2011). ESE is defined as the individual’s belief in his or her own emotional skills and effectiveness in producing desired results (Bandura, 1997), conceptualized through seven emotional skills: the use of emotions; the perception of one’s own emotions and that of others; the understanding of one’s emotions and that of others; and the management of one’s emotions and that of others (Deschênes et al., 2016). A correlational estimate was used with a sample of 990 employed police officers, 26 percent of whom were under 34 years of age and 74 percent over 35. The ESE scales (a=0.97) of Deschênes et al. (2018) and Gilbertet al.(2011) on PWBW (a=0.91) and PDW (a=0.94) are used to measure the concepts under study.FindingsThe results of the regression analyses confirm links between police officers’ emotional skills and PHW. The results show that self-efficacy in managing emotions, self-efficacy in managing emotions that others feel, self-efficacy in using emotions and self-efficacy in understanding emotions partially explain PWBW (R2=0.30,p<0.001). On the other hand, self-efficacy in perceiving the emotions that others feel, self-efficacy in using emotions and self-efficacy in managing emotions partially explain PDW (R2=0.30,p<0.001).Originality/valueThis study provided an understanding of the correlation between police officers’ feelings of ESE and their PHW, particularly with PWBW. Beyond the innovation and theoretical contribution of such a study on the police environment, the results reveal the scope of the consideration of emotional skills in this profession.

Linking transformational leadership with employees’ engagement in the creative process

2019 ◽  
Vol 42 (7) ◽  
pp. 837-858 ◽  
Author(s):  
Mohammad Tahlil Azim ◽  
Luo Fan ◽  
Md. Aftab Uddin ◽  
Munshi Muhammad Abdul Kader Jilani ◽  
Sumayya Begum
Keyword(s):  
Developing Countries ◽  
Transformational Leadership ◽  
Organizational Climate ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Creative Process ◽  
Self Efficacy ◽  
Content Type ◽  
Technology Firms ◽  
Information And Communication

Purpose Given that individual creativity is a critical element to achieving organizational competitiveness, the purpose of this study is to attempt to investigate how transformational leadership (TL) drives employee creative process engagement (CPE) by improving their creative self-efficacy (CSE). Design/methodology/approach Analysis has been performed based on 194 responses from information and communication technology firms using a cross-sectional survey design. The study follows a deductive research approach to test the hypotheses. It uses SmartPLS2 and IBM SPSS 21 for a structural equation model. Findings The investigation finds that TL significantly predicts CPE, and CSE partially mediates the TL–CPE relationship. The result demonstrates that TL shapes an organizational climate conducive to the employees’ CPE by building employees’ self-efficacy. Research limitations/implications The study sample was drawn from a single sector of the Bangladeshi economy. The sampling design represents a limitation, for which the findings cannot be broadly generalized. Replications and augmentations of the study in various industrial areas will help test the robustness and generalizability of the discoveries. Practical implications TL and CPE are desirable organizational outcomes across all cultures. From a practical standpoint, the outcomes demonstrate that TL is linked to CPE and CSE among information and communication technology employees. This study extends the appropriateness of CSE into Asian countries. Notably, it provides additional insight into a contemporary TL model that can unequivocally impact leadership development in the Bangladeshi information and communication technology firms. Managers or chief executive officers in the small and medium enterprises are expected to exhibit TL attributes by designing a supportive organizational climate that will motivate employees to exhibit creative activities. Social implications TL transforms employees’ psychological state to get them to engage in creative processes, benefiting the organizational stakeholders by their unconventional creative behavior. The TL-driven innovative outcome through employees’ CPE contributes to the development of social well-being. Originality/value This paper adds significance to the extant literature regarding the determinants of the mediating impact of CSE on TL and CPE from the viewpoints of information and communication technology firms, particularly from developing countries, such as Bangladesh. It also contributes to reconcile the findings of the previous studies around the globe in both developed and developing countries.

How knowledge sharing leads to innovative work behaviour

2019 ◽  
Vol 21 (3) ◽  
pp. 277-303 ◽  
Author(s):  
Van Dong Phung ◽  
Igor Hawryszkiewycz ◽  
Daniel Chandran
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Self Efficacy ◽  
Structural Equation ◽  
Cognitive Theory ◽  
Academic Staff ◽  
Subjective Norms ◽  
Research Model ◽  
Personal Factors ◽  
Content Type

Purpose Studies have examined the influence of knowledge-sharing factors on attitudes and intentions to share knowledge; thus, there is a need to add to the limited research to examine individuals’ actual knowledge-sharing behaviour (KSB). Drawing upon the social cognitive theory (SCT) and transformational leadership, this study aims to develop a new research model which modifies the standard SCT model and augments it with other theories to examine academics’ KSBs. Design/methodology/approach Questionnaire surveys based on literature and pilot study were conducted with 785 academic staff from four Vietnamese public universities. This study applied structural equation modelling to test the proposed research model and hypotheses. Findings The findings show that environmental factors (subjective norms, trust) and personal factors (knowledge self-efficacy, enjoyment in helping others) had positive impacts on KSB; KSB had a strongly positive effect on innovative behaviour; and transformational leadership positively moderated the effects of subjective norms, trust and knowledge self-efficacy on KSB. Interestingly, psychological ownership of knowledge was found to have insignificant associations with KSB. Practical implications The study findings can be used by university leaders, academic staff and researchers in other similar contexts. Originality/value Until now, to the best of the researchers’ knowledge, no studies have applied SCT as a primary lens, in which transformational leadership positioned in a focal behaviour also affected KSB, to investigate research on KSB in organisations, especially in institutions of higher education.

Predicting the intention to use mobile banking in India

2018 ◽  
Vol 36 (2) ◽  
pp. 357-378 ◽  
Author(s):  
Sindhu Singh ◽  
R.K. Srivastava
Keyword(s):  
Self Efficacy ◽  
Statistical Significance ◽  
Ease Of Use ◽  
Survey Method ◽  
Intention To Use ◽  
Mobile Banking ◽  
Perceived Ease Of Use ◽  
Financial Cost ◽  
Content Type ◽  
Computer Self Efficacy

Purpose The purpose of this paper is to identify factors influencing the adoption of mobile banking in India and develop and empirically validate a model explaining the behavioural intention to use mobile banking in the Indian banking sector. Design/methodology/approach In this study, a model is developed and proposed to explain customers’ intention to use mobile banking. The model comprises six constructs, namely, perceived ease of use, computer self-efficacy, social influence, perceived financial cost, security, and trust. The model also describes the relationship between perceived ease of use and computer self-efficacy, as well as that between security and trust. The proposed model was tested by using a survey method, with a sample of 855 bank customers from public, private, foreign, and cooperative banks in India. Structural equation modelling analysis was performed with AMOS 16.0. Findings The proposed theoretical model was found to predict, with statistical significance, the intention to use mobile banking, explaining 76.9 per cent of the variance in the dependent variable. The results found that security, computer self-efficacy, perceived ease of use, and perceived financial cost, in that order of influence, affect customers’ intention to adopt mobile banking. Practical implications The results obtained will help both academic researchers and practitioners explain, understand, and elucidate the status of mobile banking in India, as well as helping them formulate strategies to expedite the use of mobile banking. Originality/value The adoption of mobile banking in India is in a nascent stage compared with developed countries such as the USA, the UK, and Finland, but it is expected to increase or surpass the rate of adoption of internet banking in those countries. Further, only limited research to date has examined the adoption of mobile banking in India, especially the drivers and inhibitors of mobile banking adoption.

Leadership styles and self-efficacy in determining transfer intentions of safety training

2018 ◽  
Vol 30 (1) ◽  
pp. 65-76 ◽  
Author(s):  
Michela Vignoli ◽  
Marco Giovanni Mariani ◽  
Dina Guglielmi ◽  
Francesco Saverio Violante
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transfer Process ◽  
Self Efficacy ◽  
Content Type ◽  
Chemical Company ◽  
Contextual Characteristics ◽  
The Mean ◽  
Effective Transfer ◽  
Transfer Intentions

Purpose This study aims to investigate the factors that can influence the transfer process of training in open skills, i.e. non-technical skills (NTS). Specifically, according to the model of the transfer process, the aim of this paper is to analyse the effects of both personal (e.g. self-efficacy) and work environment (e.g. safety leadership styles) antecedents of intention to transfer. Design/methodology/approach A total of 88 workers belonging to two different plants of the same chemical company filled in a questionnaire at the beginning (T1) and at the end (T2) of the training intervention. The majority of the sample was composed of men (95.5 per cent), with the mean age being 45.19 years old, and they had worked in the same company for an average of 17.2 years. Personal (self-efficacy) and organizational (transformational and passive leadership) factors were measured at T1, while intention to transfer was measured at T2. To investigate the combined effect of both personal and environmental characteristics on the transfer process, a moderation analysis was conducted following the Preacher and Hayes approach. Findings Results showed that all the antecedents investigated (except for passive leadership) impacted on the intention to transfer. Furthermore, high levels of self-efficacy combined with higher levels of transformational leadership resulted in higher levels of intention to transfer. Research limitations/implications The sample size is quite small, and effective transfer of NTS has not been measured. Practical implications Results suggest that organizations should focus on fostering self-efficacy of the trainees and transformational leadership of the supervisors so as to facilitate the transfer process of NTS. Originality/value To the best of the authors’ knowledge, this is the first study which has considered both individual and contextual characteristics to analyse the transfer process of NTS.

Behavioral mechanism and boundary conditions of transformational process

2015 ◽  
Vol 30 (8) ◽  
pp. 970-985 ◽  
Author(s):  
Su-Ying Pan ◽  
Katrina Jia Lin
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Self Efficacy ◽  
Interactive Effect ◽  
Mediation Process ◽  
Transformational Leaders ◽  
Feedback Seeking ◽  
Content Type ◽  
Behavioral Mechanism ◽  
Seeking Behavior

Purpose – The purpose of this paper is to examine a behavioral mechanism linking transformational leadership (TFL) and subordinates’ task performance and its boundary conditions. The authors examined the mediation role of subordinates’ feedback-seeking behavior and the interactive effect of self-efficacy and dyadic tenure on the transformational leadership-task performance link. Design/methodology/approach – Paper and pencil surveys were administered to 239 supervisor-subordinate dyads from different industries in Taiwan. Confirmatory factor analysis was conducted to test the discriminant validity of the main variables. Hierarchical linear regression and bootstrapping were used to examine the moderated mediation effect. Findings – First, subordinates’ feedback-seeking behavior mediates the relationship between TFL and subordinates’ task performance. Second, self-efficacy mitigates this mediation process when dyadic tenure is low, whereas self-efficacy enhances this mediation process when dyadic tenure is high. Research limitations/implications – The use of a cross-sectional design prevents us from drawing causal conclusions. Practical implications – This study suggests that for high-self-efficacy subordinates, organizations should try to shorten the period required to familiarize oneself with transformational leaders. In contrast, for low-self-efficacy subordinates, organizations should try to enhance their self-efficacy over time to ensure that they are capable of implementing transformational leaders’ expectations in the long run. Originality/value – This empirical study examines a behavioral mechanism in the TFL-task performance link. In addition, by addressing the interactive effect of TFL, self-efficacy and dyadic tenure, it resolves theoretical conflicts and enables us to better understand the effectiveness of TFL in different contexts. A Chinese sample is also unique and valuable.

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