General self-efficacy, transformational leadership and leader effectiveness in a manafacturing company

The study focuses on the relationship between general self-efficacy of leaders, transformational leadership and leaders' effectiveness. The research was conducted in a large Czech manufacturing company. The research sample involved 31 members of middle management and 134 of their direct subordinates. Managers completed Czech translation of the New General Self-Efficacy Scale. Subordinates assessed transformational leadership, perceived effectiveness and leadership emergence of their supervisors. According to the results, transformational approach is a strong predictor of both perceived effectiveness (r = 0.84**) and leadership emergence (r =.85**). Leader's general self-efficacy relates neither to transformational leadership (r = -0.12) and its scales nor to perceived effectiveness (r = -0.08) and leadership emergence (r = -0.16). All the managers in the study assessed their general self-efficacy as high. Therefore, we could not observe a difference in the transformation leadership and effectiveness between leaders with low and high level of self-efficacy.