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Effects of Leadership Style on Employee Efficacy During Mastery and Failure Experiences
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Effects of Leadership Style on Employee Efficacy During Mastery and Failure Experiences

John Anthony Rahael
University of West Florida Libraries
Master of Arts (MA), University of West Florida
2009

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Abstract

Self-efficacy, individuals' confidence in their ability to complete a task, has been positively related to perseverance, performance, and organizational citizenship behaviors. From an organizational perspective, in order to contribute to the highest levels of performance, it is beneficial to consider what actions organizational representatives take that can affect an employees' self-efficacy. More specifically, do supervisors and other organizational members engage in behaviors that increase or decrease the employee's self-efficacy? While successful task performance typically leads to increased selfefficacy and task failure typically leads to decreased self-efficacy, the question arises as to how a leader's behavior might affect these relationships. The present study explored the differing effects autonomy-supportive leadership and controlling leadership have on efficacy following task success or failure. A 3 (leadership style: autonomy-supportive, controlling, no treatment control) x 2 (experience: task success or failure) x 2 (selfefficacy: pre-test and post-test) mixed factorial experimental design was used with the former two variables being between subjects. A total of 48 college students viewed videos of a supervisor/subordinate interaction for completing a task and rated selfefficacy perceptions. Results revealed that employee efficacy increased following task success and decreased following task failure, with autonomy-supportive leadership and when no leader was present. However, because controlling leadership implies illusory incompetence, it led to decreased levels of self-efficacy.
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