Cookies

We use cookies to ensure that we give you the best experience on our website. You can change your cookie settings at any time. Otherwise, we'll assume you're OK to continue.


Durham Research Online
You are in:

The influence of occupational self-efficacy on the relationship of leadership behavior and preparedness for occupational change.

Schyns, B. (2004) 'The influence of occupational self-efficacy on the relationship of leadership behavior and preparedness for occupational change.', Journal of career development., 30 (4). pp. 247-261.

Abstract

A theoretical framework for the relationship between preparedness for occupational change, occupational self-efficacy, and leadership is presented. Preparedness for occupational change is defined as the wish to acquire higher task demands (i.e. greater complexity) in the sense that employees have thought about change but have not yet acted to seek change. It explained why preparedness for occupational change is central prior to, during, and after organizational change is introduced. A model of determinants of preparedness for occupational change is established. The application of this model in different stages of organizational change is demonstrated. Central aspects in this model are self-efficacy and leadership. Self-efficacy influences preparedness for occupational change in the different stages. This effect is demonstrated using the three assumed outcomes of self-efficacy (i.e., initiation of behavior, persistence, and effort) and their relationship to preparedness for occupational change. It is assumed that perceived leadership influences occupational self-efficacy. Three factors influencing self-efficacy (mastery experience, vicarious learning, and verbal persuasion) are regarded as possibly being responsible for this effect. The implications of the model for organizational practice are discussed.

Item Type:Article
Keywords:Preparedness for occupational change, Organizational change, Self-efficacy, Leadership.
Full text:PDF - Accepted Version (176Kb)
Status:Peer-reviewed
Publisher Web site:http://dx.doi.org/10.1177/089484530403000402
Publisher statement:The final definitive version of this article has been published in the Journal of career development, 30/4, 2004 © SAGE Publications Ltd by SAGE Publications Ltd at the Journal of career development page: http://jcd.sagepub.com/ on SAGE Journals Online: http://online.sagepub.com/
Record Created:21 Jan 2011 13:05
Last Modified:01 Feb 2011 15:54

Social bookmarking: del.icio.usConnoteaBibSonomyCiteULikeFacebookTwitterExport: EndNote, Zotero | BibTex
Usage statisticsLook up in GoogleScholar | Find in a UK Library