Exploring gender differences in leaders' occupational self‐efficacy

Birgit Schyns · Karin Sanders

31 citations0/0 files storedWomen in Management Review

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Job Satisfaction and Organizational Behavior Gender Diversity and Inequality Employee Performance and Leadership

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.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 31 citations exist upstream.

References

1977Self-efficacy: Toward a unifying theory of behavioral change.1977Self-efficacy: Toward a unifying theory of behavioral change.1987Leadership and Performance beyond Expectations 2002Role congruity theory of prejudice toward female leaders.2001Validation of a New General Self-Efficacy Scale 2001Relationship of core self-evaluations traits—self-esteem, generalized self-efficacy, locus of control, and emotional stability—with job satisfaction and job performance: A meta-analysis.2013Sex Differences in Social Behavior 1999Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership

Cited by

2018Women on boards of directors in Latin America: building a model 2012Top management team diversity and performance of commercial banks in Kenya 2008Global Factors Affecting Women's Participation in Leadership

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.