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

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

Research output: Contribution to journalArticle

128 Citations (Scopus)

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 languageEnglish (US)
Pages (from-to)523-538
Number of pages16
JournalJournal of Organizational Behavior
Volume19
Issue number5
StatePublished - Sep 1998

Fingerprint

Self Efficacy
self-efficacy
leadership
performance
employee organization
Diagnostic Self Evaluation
Self-efficacy
Self-leadership
evaluation

ASJC Scopus subject areas

  • Organizational Behavior and Human Resource Management
  • Psychology(all)
  • Applied Psychology

Cite this

Self-leadership and performance outcomes : The mediating influence of self-efficacy. / Prussia, Gregory E.; Anderson, Joseph S; Manz, Charles C.

In: Journal of Organizational Behavior, Vol. 19, No. 5, 09.1998, p. 523-538.

Research output: Contribution to journalArticle

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