Leadership Self-Efficacy

Leadership refer to a process whereby an individual has the ability to influence thoughts, ideas and actions of others in achieving a set of preset goals, tasks, duties and responsibilities do (Paglis & Green, 2002). In any given organization setup, leadership has been considered to be very vital in contributing to achievement of success. Having in mind that change in any organization is inevitable then having leaders who are aware of their abilities to drive change is of paramount significance. This in turn translates to organization effectiveness which is the degree to which an institution accomplishes its short-term as well as long-term goals and objectives, the selection of which depicts strategic constituencies, self interest of the evaluator and the existence of the organization.

A study by Paglis and Green, 2002 sought to come up with a model of leadership that will center on managers' motivation in propelling change in the organization they are working for. It was established that mangers with high LSE are better placed compared to their counter parts that are deemed self-doubters in propelling change. Leadership self-efficacy and direction-setting as well as gaining commitment had significant correlations with the ratings of attempts made by the mangers. There was also an interaction between overcoming obstacles and leaders' ability to be in the fore front adopting change.

It was also established that a number of factors including personal characteristics (job autonomy, ability of subordinates' staffs among others) as well as features of the work did affect managers LSE. Job autonomy seem to have a greater impact thus leaders who have higher degree of control over such issues as flow of work budget are better placed in supporting adoption of change. This thus means that organizational context dictates what a manager can do (Paglis & Green, 2002).