General self-efficacy, transformační leadership a efektivita leaderů ve výrobní společnosti

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

PROCHÁZKA Jakub HILŠEROVÁ Barbora VACULÍK Martin

Year of publication 2015
Type Article in Proceedings
Conference Sborník z konference Psychologie práce a organizace 2015: Kvalita pracovního života
MU Faculty or unit

Faculty of Social Studies

Citation
Field Psychology
Keywords general self-efficacy; transformational leadership; leader effectiveness; leadership traits
Attached files
Description 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 = .84**) and leadership emergence (r = .85**). Leader’s general self-efficacy relates neither to transformational leadership (r = -.12) and its scales nor to perceived effectiveness (r = -.08) and leadership emergence (r = -.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.
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