IIARD INTERNATIONAL JOURNAL OF BANKING AND FINANCE RESEARCH (IJBFR )

E-ISSN 2695-1886
P-ISSN 2672-4979
VOL. 2 NO. 3 2016


An Assessment on the Impact of Leadership Self-Efficacy on Directive Leadership Behavior in Nigeria Commercial Banks

Shehu Inuwa Galoji


Abstract


The main aim of this study is to assess the impact of leadership self-efficacy on directive leadership behavior in organizations. The study utilizes the self-efficacy theory as theoretical underpinning. The study uses a quantitative method of data collection with the use of questionnaire. 1000 questionaires were administered on branch managers of some commercial Banks. 457 questionnaires were considered for the analysis. In this study, several statistical methods were used to analyze the data collected. The component factor analysis, reliability test of the measurements and multiple regression analysis were conducted in the study. The study is significant to the self-efficacy theory. Furthermore, the development of hypothesis is also one of the significance of this study


keywords:

Leadership Self-efficacy, Directive Leadership Behavior


References:


Amagoh, F. (2009). Leadership development and leadership effectiveness. Management
Decision, 47(6), 989-999.

Avolio, B., & Luthans, F. (2006). The high impact leader. New York: McGraw-Hill.
Anderson, D. W., Krajewski, Henryk T., Goffin, Richard D. & Jackson, Douglas N. (2008). A
leadership self-efficacy taxonomy and its relation to effective leadership. The
Leadership Quarterly, 19, 595-608.

Bandura, A. (1997). Self-efficacy: The exercise of control. New York: Freeman.

Bandura, A., & Wood, R. (1989). Effect of perceived controllability and performance
standards on self-regulation of complex decision making. Journal of Personality and
Social Psychology, 56, 805-814.

Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.

Bass, B. M. (1990). Handbook of leadership: A survey of theory and research. New York:
Free Press.

Chan, K. Y., & Drasgow, F. (2001). Toward a theory of individual differences and leadership:
Understanding the motivation to lead. Journal of Applied Psychology, 86(3), 481-498.

Chemers, M. M., Watson, C. B., & May, S. T. (2000). Dispositional affect and leadership
effectiveness: A comparison of self-esteem, optimism, and efficacy. Personality and
Social Psychology Bulletin, 26, 267?277.

Chen, G., & Bliese, P. (2001). The role of different levels of leadership in predicting self and
collective efficacy: Evidence for discontinuity. Journal of Applied Psychology, 87,
549?556.

Chen, G., Webber, S., Bliese, P., Mathieu, J., Payne, S., & Born, D. (2002). Simultaneous
examination of the antecedents and consequences of efficacy beliefs at multiple
levels of analysis. Human Performance, 15, 381-409.

Eagly, A. H., & Johnson, B. (1990). Gender and leadership style: A meta-analysis.
Psychological Bulletin, 108, 233-256.

Eden, D. (1992). Leadership and expectations: Pygmalion effects and other self- fulfilling
prophecies in organizations. The Leadership Quarterly, 3, 271?305.

Flynn, B., Schroeder, R., & Sakakibara, S. (1994). A framework for quality management
research and an associated measurement instrument. Journal of Operations
Management, 11,339-366.

Giessner, S. R., Knippenberg, Daan V. & Sleebos, E. (2009). License to fail? How leader
group prototypicality moderates the effects of leader performance on perceptions of
leadership effectiveness. The Leadership Quarterly 20, 434- 451.

Gist, M. E. (1989). The influence of training method on self-efficacy and idea generation
among managers. Personnel Psychology, 42, 787?805.

Gist, M. E., & Mitchell, T. R. (1992). Self-efficacy: A theoretical analysis of its determinants
and malleability. Academy of Management Review, 17, 183?211.

Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., &Tatham, R. L. (2007). Multivariate
data analysis (7thed.). New Jersey: Prentice Hall.

Hair, J., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis (7th
Ed.). Upper saddle River, New Jersey: Pearson Education International.

Hannah, S. T., Avolio, B. J., Luthans, F. & Harms, P. D. (2008). Leadership efficacy: Review
and future directions. The Leadership Quarterly, 19, 669-692.

Hendricks, J., & Payne, S. (2007). Beyond the big five: Leader goal orientation as a predictor
of leadership effectiveness. Human Performance, 20, 317-343.

Hooijberg, R., Hunt, J. G., & Dodge, G. E. (1997). Leadership complexity and development
of the leaderplex model. Journal of Management, 23(3), 375-408.

House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated
theory. Leadership Quarterly, 7, 323-352.

House, R. J., & Aditya, R. N. (1997). The social scientific study of leadership: Quo vadis?
Journal of Management, 23, 409?473.

House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Contemporary
Business, i (fall), 81-98.

Hoyt, C. (2005). The role of leadership efficacy and stereotype activation in women's
identification with leadership. Journal of Leadership & Organizational Studies, 11, 2
14.

Hoyt, C., & Blascovich, J. (2003). Transformational and transactional leadership in virtual
and physical environments. Small Group Research, 34, 678-715.

Hoyt, C., Murphy, S., Halverson, S., & Watson, C. (2003). Group leadership: Efficacy and
effectiveness. Group Dynamics: Theory, Research, and Practice, 7, 259-274.

Jenkins, A. (1994). The role of managerial self-efficacy in corporate compliance with the law.
Law and Human Behavior, 18, 71-88.

Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley

Kane, T. D., Zaccaro, S. J., Tremble, T. R., & Masuda, A. D. (2002). An examination of the leader's regulation of groups. Small Group Research, 33, 65-78.

Lawal, O. Y., & Chukwuebuka, C. K. (2007). Evaluation of leadership and Organizational
Performance in Small Scale industries in Nigeria: A Case of Selected Small Scale
industries in Aba, Abia State, Nigeria. Un-published master thesis Blekinge Institute
of Technology, Sweden.

Liu, W., Lepak, D. P., Takeuchi, R. & Sims, H. P. (2003). Matching leadership styles with
employment modes: strategic human resource management perspective. Human
Resource Management Review, 13, 127–152.

Lord, R. G., & Hall, R. J. (2005). Identity, deep structure and the development of leadership
skills. Leadership Quarterly, 16, 591-615.

Lord, R. G., & Maher, K. J. (1991). Leadership and information processing: Linking
perceptions and performance. Cambridge, MA: Unwin Hyman.

Luthans, F., Wyk, R. V. & Walumbwa, F. O. (2004). Recognition and development of hope
for South African organizational leaders. The Leadership & Organization
Development Journal, 25(6), 512-527.

Mat, N. (2008). Cross-functional new product development (NPD): characteristics, dynamics
and NPD performance. PhD thesis submitted to Universiti Sains Malaysia.

McCormick, M. J., Tanguma, J., & Lopex-Forment, A. S. (2002). Extending self- efficacy
theory to leadership: A review and empirical test. Journal of Leadership
Education, 1, 34?49.

Murphy, S., & Ensher, E. (1999). The effects of leaders and subordinate characteristics in the
development of leader–member exchange quality. Journal of Applied Social
Psychology, 29, 1371?1394.

Ng, K., Ang, S., & Chan, K. (2008). Personality and leader effectiveness: a moderated
mediation model of leadership self-efficacy, job demands, and job autonomy.
Journal of Applied Psychology, 93, 733-743.

Nunnally, J. C. (1978). Psychometric Theory (2 Ed.). New York: McGraw Hill.

Paglis, L. L. (2010). Leadership self-efficacy: research findings and practical applications.
Journal of Management Development, 29(9), 771-782.

Paglis, L. L., & Green, S. G. (2002). Leadership self-efficacy and managers' motivation for
leading change. Journal of Organizational Behavior, 23, 215-235.

Pearce, C. L., Manz, C. C. & Sims, H. P. (2008). The roles of vertical and shared leadership in
the enactment of executive corruption: Implications for research and practice. The
Leadership Quarterly, 19, 353-359.

Ross, J., & Gray, P. (2006). Transformational leadership and teacher commitment to
organizational values: The mediating effects of collective teacher efficacy.
School Effectiveness and School Improvement, 17, 179-199.

Sarros, J. C. & Santora, J. C. (1994). Successful CEOs in Tough Economic Times the
International Journal of Career Management, 6, (4), 14-21.

Schunk, D. H., & Gunn, T. P. (1986). Self-efficacy and skill development: Influence of task
strategies and attributions. Journal of Educational Research, 79, 238- 244.

Semadar, A., Robins, G., & Ferris, G. (2006). Comparing the validity of multiple social
effectiveness constructs in the prediction of managerial job performance. Journal of
Organizational Behavior, 27, 443-461.

Sims, H. P., Jr, & Manz, C. C (1996). Company of heroes: Unleashing the power of self
leader


DOWNLOAD PDF

Back


Google Scholar logo
Crossref logo
ResearchGate logo
Open Access logo
Google logo