The role of different levels of leadership in predicting self- and collective efficacy: evidence for discontinuity.
This study identified potential discontinuities in the antecedents of efficacy beliefs across levels of analysis, with a particular focus on the role of leadership climate at different organizational levels. Random coefficient modeling analyses conducted on data collected from 2,585 soldiers in 86 combat units confirmed that soldiers' experience, role clarity, and psychological strain predicted self-efficacy to a greater extent than did leadership climate. Also, leadership climate at a higher organizational level related to self-efficacy through role clarity, whereas leadership climate at a lower organizational level related to self-efficacy through psychological strain. Group-level analyses identified leadership climate at a higher organizational level as the strongest predictor of collective efficacy. Theoretical and practical implications and directions for future research are discussed.
Chen
Gilad
G
School of Psychology, Georgia Institute of Technology, Atlanta 30332-0170, USA. gilad.chen@psych.gatech.edu
Bliese
Paul D
PD
D000328:Adult; D003299:Cooperative Behavior; D005260:Female; D006801:Humans; D007857:Leadership; D008297:Male; D015279:Organizational Culture; D024382:Professional Role; D020377:Self Efficacy; D017132:Workplace / Q000523:psychology*