Self-leadership and performance outcomes: The mediating influence of self-efficacy

Gregory E. Prussia, Joe S. Anderson, Charles C. Manz

Research output: Contribution to journalArticlepeer-review

208 Scopus citations


A key foundation of empowering organizations is employee self-leadership. This study examines the effects of self-leadership skills and self-efficacy perceptions on performance. Structural equations modeling determined whether the influence of self-leadership on performance is mediated by self-efficacy perceptions. Results for the sample of 151 respondents indicated self-leadership strategies had a significant effect on self-efficacy evaluations, and self-efficacy directly affected performance. Further, self-efficacy perceptions were found to fully mediate the self-leadership/performance relationship. Theoretical and practical implications are discussed.

Original languageEnglish (US)
Pages (from-to)523-538
Number of pages16
JournalJournal of Organizational Behavior
Issue number5
StatePublished - Sep 1998

ASJC Scopus subject areas

  • Applied Psychology
  • Sociology and Political Science
  • General Psychology
  • Organizational Behavior and Human Resource Management


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