Leaders and Their Self-Efficacy Beliefs: Why Working Relationships Matter

This chapter will explore the concept of self-efficacy (Bandura, 1997), and the link to leadership outcomes. A key focus will be the interpersonal relationship sources of these beliefs and a review of how levels of psychological similarity through shared meaning in work-based relationships may influence self-efficacy beliefs for leaders. The chapter provides consideration of empirical case studies that are concerned with leadership and self-efficacy implications of work relationships in the profit and not-for-profit sector. Overall, work relationships that involve higher levels of psychological similarity through shared meaning are more likely to support leaders’ self-efficacy beliefs.