Leadership self‐efficacy and managers' motivation for leading change

Abstract This study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self‐efficacy (LSE) is defined, and a measure comprising three dimensions (direction‐setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by direct reports as engaging in more leadership attempts. Relationships are also proposed between LSE and several factors that are expected to influence this confidence judgment. Managers' organizational commitment and crisis perceptions are modelled as potential moderators of the relationship between LSE and leadership attempts. The model was tested through surveys distributed to managers ( n = 150) and their direct reports ( n = 415) in a real estate management company and an industrial chemicals firm. Positive relationships ( p < 0.05) were found between the first two dimensions of LSE and managers' leadership attempts. An interaction effect involving organizational commitment was discovered for the LSE/overcoming obstacles dimension ( p < 0.05). Several positive relationships were found between LSE dimensions and proposed antecedents, including self‐esteem ( p < 0.05), subordinates' performance abilities ( p < 0.05), and managers' job autonomy ( p < 0.05). Copyright © 2002 John Wiley & Sons, Ltd.