Exploring gender differences in leaders' occupational self-efficacy.

Abstract

Purpose – This study focuses on gender differences in the relationship between transformational leadership and leader's occupational self-efficacy. The aim is to explain how female and male leaders develop their self-efficacy. This knowledge is important for leaders as well as organizations (e.g. human resources departments). Design/methodology/approach – A total of 58 leaders were asked to indicate their transformational leadership as well as their occupational self-efficacy, and 113 followers to indicate these leaders' transformational leadership. Hypotheses were examined using regression analyses. Findings – We found no significant relationship between self-rated transformational leadership and occupational self-efficacy for women, although we did find a positive relationship for men. No interaction effect with respect to leaders' occupational self-efficacy could be found between leaders' gender and follower-rated transformational leadership. Research limitations/implications – Whereas the relationship between transformational leadership and occupational self-efficacy was examined for men and women, we could not examine the processes that lead to the differences. Practical implications – Knowing that female and male leaders differ in the relationship between transformational leadership and occupational self-efficacy can help organizations to seek ways to build up their occupational self-efficacy. This is especially important when considering that occupational self-efficacy is related to performance in organizations. Originality/value – The paper employs both leader and follower evaluations on leaders' transformational leadership to explore the relationship between transformational leadership and occupational self-efficacy. The paper sheds light on the different processes involved in establishing occupational self-efficacy.