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)|
|Number of pages||16|
|Journal||Journal of Organizational Behavior|
|State||Published - Sep 1998|
ASJC Scopus subject areas
- Organizational Behavior and Human Resource Management
- Applied Psychology