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

被引：2
|
作者：
Prussia, GE [1 ]
Anderson, JS
Manz, CC
机构：
[1] Seattle Univ, Dept Adm, Albers Sch Business, Seattle, WA 98122 USA
[2] No Arizona Univ, Coll Business Adm, Flagstaff, AZ 86011 USA
[3] Arizona State Univ, Dept Management, Tempe, AZ 85287 USA
来源：
JOURNAL OF ORGANIZATIONAL BEHAVIOR | 1998年 / 19卷 / 05期
关键词：
D O I：
10.1002/(SICI)1099-1379(199809)19:5<523::AID-JOB860>3.0.CO;2-I
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
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. (C) 1998 John Wiley & Sons, Ltd.
引用
收藏
页码：523 / 538
页数：16
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