Abstract
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 language | English (US) |
|---|---|
| Pages (from-to) | 523-538 |
| Number of pages | 16 |
| Journal | Journal of Organizational Behavior |
| Volume | 19 |
| Issue number | 5 |
| DOIs | |
| State | Published - Sep 1998 |
ASJC Scopus subject areas
- Applied Psychology
- Sociology and Political Science
- General Psychology
- Organizational Behavior and Human Resource Management