“High potential” employees are often given “stretch assignments” to expand their organizational knowledge, skills, and contacts.
The individual’s “leadership self-efficacy (LSE)” expectations about personal capability to master the challenge and deliver “successful” outcomes determine the actual results, reported Texas A&M’s Stephen H. Courtright, Amy E. Colbert of University of Iowa, and Daejeong Choi of University of Melbourne in their four month study of more than 150 managers and 600 directors at a Fortune 500 financial services company.
Individuals develop self efficacy, according to Stanford’s Albert Bandura, in response to individuals’:
- Personal accomplishments and mastery
- Observing others’ behaviors, experiences, and outcomes
- Corrective feedback from others via coaching and mentoring
- Mood and physiological factors
Bandura posited that people’s expectations about their personal efficacy determines whether they:
- Use coping behavior when encountering difficulties
- Apply exceptional effort in meeting challenges
- Persist for long periods when encountering difficult experiences and obstacles
These behaviors lead to the “virtuous cycle” of increased self-efficacy beliefs and expectations.
A measure of leadership self-efficacy (LSE), developed by University of Evansville’s Laura L. Paglis Dwyer and Stephen G. Green of Purdue University, evaluates a leader’s skill in:
- Gaining followers’ commitment
- Overcoming obstacles to change
Two additional Leader Self Efficacy characteristics were proposed by United States Military Academy’s Sean T. Hannah with Bruce Avolio, Fred Luthans, and Peter D. Harms of University of Nebraska:
- “Agency,” characterized by intentionally initiating action and exerting positive influence
Women generally demonstrated significantly lower leadership self-efficacy beliefs than men in research by University of Houston’s Michael J. McCormick , Jesús Tanguma , and Anita Sohn López-Forment, and a related post reviews women’s lag in expressions of “confidence,” with consequences for women’s representation in executive leadership roles.
However, Bandura found that these beliefs can be modified with intentional interventions like training, coaching, mentoring and cognitive restructuring practice, and the proliferation of these offerings for women provides these opportunities to enhance confidence and positive expectancy.
Courtright’s team reinforced popular understanding that beliefs both result from previous experiences, and can determine future outcomes, suggesting the importance of monitoring and managing these guiding ideas.
-*How do you maintain robust Leadership Self-Efficacy expectations even after disappointments and setbacks?
- “Honest Confidence” Enables Performance, Perceived Power
- Self-Stereotypes Still Limit Women’s Performance
- What Evidence Supports Coaching to Increase Goal Achievement, Performance?
Blog – Kathryn Welds | Curated Research and Commentary
LinkedIn Open Group Psychology in Human Resources (Organisational Psychology)