Exercise of Human Agency Through Collective Efficacy

2000 ◽  
Vol 9 (3) ◽  
pp. 75-78 ◽  
Author(s):  
Albert Bandura
Keyword(s):  
Collective Efficacy ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Human Agency ◽  
Collective Agency ◽  
Personal Efficacy ◽  
Shared Beliefs ◽  
Core Belief ◽  
Human Functioning ◽  
And Performance

Social cognitive theory adopts an agentic perspective in which individuals are producers of experiences and shapers of events. Among the mechanisms of human agency, none is more focal or pervading than the belief of personal efficacy. This core belief is the foundation of human agency. Unless people believe that they can produce desired effects and forestall undesired ones by their actions, they have little incentive to act. The growing interdependence of human functioning is placing a premium on the exercise of collective agency through shared beliefs in the power to produce effects by collective action. The present article analyzes the nature of perceived collective efficacy and its centrality in how people live their lives. Perceived collective efficacy fosters groups' motivational commitment to their missions, resilience to adversity, and performance accomplishments.

Collective Human Agency in the Context of Organizational Participation

2017 ◽  
Vol 61 (2) ◽  
pp. 51-68 ◽  
Author(s):  
Wolfgang Georg Weber ◽  
Hans Jeppe Jeppesen
Keyword(s):  
Collective Efficacy ◽  
Social Cognitive ◽  
Work Motivation ◽  
Human Agency ◽  
Employee Participation ◽  
Ecological Approach ◽  
Cognitive Approach ◽  
Organizational Decision Making ◽  
Organizational Participation ◽  
The Social

Abstract. Connecting the social cognitive approach of human agency by Bandura (1997) and activity theory by Leontiev (1978) , this paper proposes a new theoretical framework for analyzing and understanding employee participation in organizational decision-making. Focusing on the social cognitive concepts of self-reactiveness, self-reflectiveness, intentionality, and forethought, commonalities, complementarities, and differences between both theories are explained. Efficacy in agency is conceived as a cognitive foundation of work motivation, whereas the mediation of societal requirements and resources through practical activity is conceptualized as an ecological approach to motivation. Additionally, we discuss to which degree collective objectifications can be understood as material indicators of employees’ collective efficacy. By way of example, we explore whether an integrated application of concepts from both theories promotes a clearer understanding of mechanisms connected to the practice of employee participation.

Transformational school leadership and teacher self-efficacy as predictors of perceived collective teacher efficacy

2016 ◽  
Vol 46 (1) ◽  
pp. 49-64 ◽  
Author(s):  
Stefan R Ninković ◽  
Olivera Č Knežević Florić
Keyword(s):  
Transformational Leadership ◽  
Teacher Efficacy ◽  
School Leadership ◽  
Collective Efficacy ◽  
Self Efficacy ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Collective Teacher Efficacy ◽  
Hierarchical Regression ◽  
Teacher Self Efficacy

Although scholars have acknowledged the role of collaborative relationships of teachers in improving the quality of instruction, teacher collective efficacy continues to be a neglected construct in educational research. The purpose of this paper is to explore the relations between transformational school leadership, teacher self-efficacy and perceived collective teacher efficacy, using a sample of 120 permanent secondary-school teachers in Serbia, whose average age was 42.5. The results of the hierarchical regression analysis showed that transformational school leadership and teacher self-efficacy were independent predictors of teacher collective efficacy. The research findings also showed that individually-focused transformational leadership contributed significantly to an explanation of collective efficiency after controlling specific predictor effects of group-focused dimensions of transformational leadership. It is argued that the results have a double meaning. First, this study expanded the understanding of the relationship between different dimensions of transformational school leadership and collective teacher efficacy. Second, a contribution of teacher self-efficacy to collective efficacy beliefs was established, confirming the assumptions of social cognitive theory on reciprocal causality between two types of perceived efficacy: individual and collective.

Toward Agentic HRD: A Translational Model of Albert Bandura’s Human Agency Theory

2019 ◽  
Vol 21 (3) ◽  
pp. 335-351
Author(s):  
Hyung Joon Yoon
Keyword(s):  
Social Cognitive Theory ◽  
Agency Theory ◽  
Human Resource Development ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Critical Role ◽  
Human Agency ◽  
Translational Model ◽  
Reciprocal Determinism ◽  
Systems Model

The Problem Albert Bandura has refined a theory of human agency with three modes and four core properties within social cognitive theory. Human agency plays a critical role in one’s adaptation, self-development, and self-renewal. Despite its relevance to human resource development (HRD), human agency theory has not been explored or effectively utilized in HRD research and practice. The Solution Following Bandura’s human agency theory, a translational and implementational model for HRD was proposed. First, the model integrated the four core properties of human agency (intentionality, forethought, self-reactiveness, and self-reflectiveness) into a model by altering the sequence to align with major HRD processes. Second, it synthesized triadic reciprocal determinism with the four core properties of human agency by placing the agent at the center of the model. Third, it is an open systems model that describes reciprocal determinism between the agent and the environment at micro, meso, and macro levels, indicating the dynamics of personal, proxy, and collective agency. The Stakeholders The model will be useful for career practitioners, coaches, organization development consultants, and other HRD professionals who deliver interventions. HRD researchers and theorists may find it worthwhile to test and validate the model. In addition, regardless of disciplines, researchers, and practitioners who follow social cognitive theory may find some insights from the translational model.

scholarly journals Training and Performance Self-Efficacy, Affect, and Performance in Wheelchair Road Racers

2002 ◽  
Vol 16 (4) ◽  
pp. 384-395 ◽  
Author(s):  
Jeffrey J. Martin
Keyword(s):  
Social Cognitive Theory ◽  
Self Efficacy ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Significant Relationships ◽  
Efficacy Outcome ◽  
Athletes With Disabilities ◽  
And Performance ◽  
Additional Support ◽  
Regulatory Training

In the current study, social cognitive theory was examined with athletes with disabilities. More specifically, hierarchical and self-regulatory performance self-efficacy, self-regulatory training self-efficacy, outcome confidence, and affect were examined with wheelchair road racers (N = 51). In accordance with social cognitive theory, moderate to strong significant relationships among 3 types of self-efficacy and outcome confidence were found (rs = .41 - .78). All forms of self-efficacy and positive affect (rs = .39 - .56) were also related providing additional support to social cognitive theory and the important relationships among training and performance related efficacy and affect in sport.

Modeling leadership and team performance

2019 ◽  
Vol 48 (2) ◽  
pp. 471-491 ◽  
Author(s):  
Chieh-Peng Lin ◽  
Chu-Chun Wang ◽  
Shih-Chih Chen ◽  
Jui-Yu Chen
Keyword(s):  
Data Collection ◽  
Collective Efficacy ◽  
Social Exchange ◽  
Team Performance ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Charismatic Leadership ◽  
Content Type ◽  
Wave Data

Purpose The purpose of this paper is to develop a research model that explains team performance based on social cognitive theory and social exchange theory. In the model, team performance indirectly relates to three kinds of leadership (i.e., charismatic, autocratic and considerate) via the full mediation of collective efficacy. At the same time, team justice as a focus in this study is examined as a moderator in the model. Design/methodology/approach The research hypotheses of this study were empirically tested using two-wave data collection across insurance sales teams from a leading bank holding company which is the largest bank holding company in Taiwan. In the first-wave data collection, researchers of this study surveyed six people anonymously from each sales team, including a team leader and five team members. Three months later, the researchers conducted the second-wave data collection by obtaining team performance data from the department of human resource management, which was an independent rater for each team’s performance. Two-wave data collection from 59 teams was achieved for verifying the hypothesized effects. Findings The team-level test results show that collective efficacy fully mediates the relationship between charismatic leadership and team performance and between considerate leadership and team performance. Justice moderates the relationship between collective efficacy and team performance and between charismatic leadership and collective efficacy. Originality/value This study has two major theoretical implications. First, this study conceptualized three distinct kinds of leadership as major determinants of team performance from a social exchange perspective. Such a theoretical conceptualization of leadership not only broadens the boundary of leadership beyond traditional one such as transactional leadership based on the theory of contingent reward but also closely reflects the practical status quo of leadership of teams. Second, this research incorporated social exchange theory into the framework of team performance in social cognitive theory. Specifically, this study theorized and validated justice as a moderator in the development of team performance.

Ethical leadership and performance: The effect of follower individualism-collectivism

2021 ◽  
pp. 147059582110133
Author(s):  
Danna Booyens Strydom
Keyword(s):  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Value Orientations ◽  
Cultural Value ◽  
African Countries ◽  
And Performance ◽  
Leadership Research ◽  
The Relationship

This study seeks to understand how cultural value orientation – specifically individualism/collectivism – influence the relationship between ethical leadership and employee behaviour. Social cognitive theory was used to explain how cultural value orientations change the social learning process associated with ethical leadership. Using matched multi-source sample data from managers and subordinates of a South African multinational operating in several African countries, supplemented with objective performance data, ethical leadership was found to be positively related to both in- and out-of-role performance. However, horizontal collectivism positively moderated the relationship between ethical leadership and organizational citizenship behaviour, while horizontal individualism and vertical collectivism negatively moderated it. Leadership research and theory will benefit from a greater emphasis on follower characteristics, as differences in the cultural value orientations of employees affect the effectiveness of ethical leadership. Awareness of this difference also stands to benefit organizations.

scholarly journals Effect of Organizational Ownership and Culture on Employee Performance Among Selected Banks in Kenya

2017 ◽  
Vol 13 (13) ◽  
pp. 409
Author(s):  
Emmy Langat ◽  
Charles Lagat
Keyword(s):  
Information Needs ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Employee Performance ◽  
Target Population ◽  
Organization Culture ◽  
P Value ◽  
Bank Ownership ◽  
And Performance ◽  
Organizational Ownership

The role of organizational culture on employee performance hasbeen a subject of interest. The purpose of the study was to establish theeffects of organizational ownership and culture on employee performance.The study was guided by Social cognitive theory. Explanatory researchdesign was used. The target population comprised of 403 employees drawnfrom 12 Commercial Banks in Kenya. Stratified and random samplingtechniques were used to obtain sample size of 141 employees. The studyused questionnaires as a tool for data collection. In order to test thereliability of the instrument, Crobanch alpha test was used. The studyadopted both descriptive statistics and inferential statistics. Pearsoncorrelation and multiple regression analysis were employed to estimate thecausal relationships between organization culture and performance, andother chosen variables. Findings indicate that involvement culture (β1 =0.230, p-value<0.05) and consistency culture (β2 = 0.286, p< 0.05) has apositive and significant effect on employee performance. Ownership thushas positive and significant moderating effect of bank ownership on therelationship between involvement culture and employee performance (β =0.26, ρ<0.05) and (β= -0.2, ρ<0.05) respectively hence concluding thatconsistency culture and involvement culture improves employeeperformance. The study recommends that organizations that aim atimproving employee performance need to ensure that employees haveinputs into issues that affect both their work and the organization in general.Moreover, information needs to be widely shared so that each and everyemployee can get the information they require to make the appropriatedecisions.

scholarly journals The Role of Collective Efficacy in Climate Change Adaptation in India

2016 ◽  
Vol 8 (1) ◽  
pp. 21-34 ◽  
Author(s):  
Jagadish Thaker ◽  
Edward Maibach ◽  
Anthony Leiserowitz ◽  
Xiaoquan Zhao ◽  
Peter Howe
Keyword(s):  
Climate Change ◽  
Adaptive Capacity ◽  
Collective Efficacy ◽  
Cognitive Theory ◽  
Efficacy Beliefs ◽  
Future Climate Change ◽  
Community Activities ◽  
Shared Beliefs ◽  
Using Data

Abstract Research on adaptive capacity often focuses on economics and technology, despite evidence from the social sciences finding that socially shared beliefs, norms, and networks are critical in increasing individuals’ and communities’ adaptive capacity. Drawing upon social cognitive theory, this paper builds on the first author’s Ph.D. dissertation and examines the role of collective efficacy—people’s shared beliefs about their group’s capabilities to accomplish collective tasks—in influencing Indians’ capacity to adapt to drinking water scarcity, a condition likely to be exacerbated by future climate change. Using data from a national survey (N = 4031), individuals with robust collective efficacy beliefs were found to be more likely to participate in community activities intended to ensure the adequacy of water supplies, and this relationship was found to be stronger in communities with high levels of community collective efficacy compared to communities with low levels of community collective efficacy. In addition, community collective efficacy was positively associated with self-reported community adaptation responses. Public education campaigns aimed at increasing collective efficacy beliefs are likely to increase adaptive capacity.

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