The relationship between employees' occupational self-efficacy and perceived transformational leadership-replication and extension of recent results

Felfe, J.; Schyns, B.

The relationship between employees' occupational self-efficacy and perceived transformational leadership-replication and extension of recent results

Felfe, J.; Schyns, B.

Authors

J. Felfe

Professor Birgit Schyns birgit.schyns@durham.ac.uk
Professor

Abstract

The relationship between transformational leadership and self-efficacy is not yet fully explained. Different hypotheses have been posed ranging from positive to negative relationships between the constructs. The aim of this study is to further clarify how transformational leadership and self-efficacy relate. In addition, this paper considers possible moderators of this relationship. Task demands and climate are tested as moderators of the relationship between transformational leadership and self-efficacy. Although the relationships between transformational leadership and self-efficacy are virtually zero in the correlational analysis, interaction effects of transformational leadership and task demands are found. In an overall analysis, task demands is the best predictor for self-efficacy.

Citation

Felfe, J., & Schyns, B. (2002). The relationship between employees' occupational self-efficacy and perceived transformational leadership-replication and extension of recent results. Current research in social psychology, 7(9), 137-162

Journal Article Type	Article
Publication Date	May 1, 2002
Deposit Date	Nov 29, 2010
Publicly Available Date	Jan 7, 2011
Journal	Current research in social psychology
Publisher	University of Iowa
Peer Reviewed	Peer Reviewed
Volume	7
Issue	9
Pages	137-162
Public URL	https://durham-repository.worktribe.com/output/1512795
Publisher URL	http://www.uiowa.edu/~grpproc/crisp/crisp.7.9.htm