Leadership self‐efficacy: research findings and practical applications

Abstract

Purpose The purpose of this paper is twofold: first, to review the research examining self‐efficacy's role in leadership, and second, to propose research‐based practical applications for improving leadership in organizations. Design/methodology/approach The literature on leadership self‐efficacy (LSE) is reviewed, and research‐based organizational applications are derived therefrom. Findings Bandura's self‐efficacy construct has been the subject of extensive research over the past 30 years, with meta‐analysis supporting its positive relationship with performance. Its specific connection to leadership has recently attracted substantial attention with the introduction and exploration of the LSE concept. Credible evidence links LSE with leaders' individual performance and their units' collective efficacy and performance. Research on LSE antecedents and Bandura's theoretical work on self‐efficacy cues support propositions for selecting and developing leaders and creating a high LSE climate. Originality/value The paper has value for both academics and practitioners by summarizing the current state of LSE research and building a bridge to its practical application for improving organizational leadership.