Strows, Isabella (2024) Shared Leadership on Employee Performance and the Moderating Effect of Self-Efficacy. Bachelor thesis, Psychology.
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A thesis is an aptitude test for students. The approval of the thesis is proof that the student has sufficient research and reporting skills to graduate but does not guarantee the quality of the research and the results of the research as such, and the thesis is therefore not necessarily suitable to be used as an academic source to refer to. If you would like to know more about the research discussed in this thesis and any publications based on it, to which you could refer, please contact the supervisor mentioned.
Abstract
Traditional leadership has continuously researched the benefits it brings to team outcomes like performance or effectiveness (Day et al., 2004). However, shared leadership research has begun to reveal that this traditional approach may no longer be sufficient, with the distribution of leadership found to bolster team outcomes further(Bergman et al., 2012). Self-efficacy is another highly researched variable in understanding performance outcomes, and has gathered great support, but this focus on the individual is minimal in current organisational leadership research. Thus, this present study investigated the role of self-efficacy as a moderating variable in the relationship between shared leadership and an employee's performance. We hypothesised that when a team engages in shared leadership, the positive effects of this will be stronger on employee performance when self-efficacy is high. A sample of 89 matched dyadic pairs, and statistical regression analyses, revealed that shared leadership and self efficacy both negatively predicted employee performance, but performance was positively predicted by the interaction between them. Previous research has found negative effects of shared leadership, such as a lack of individual attentional resources (Hobföll, 1989; Evans et al., 2021) or social loafing (Chen et al., 2001). Similarly negative effects of self-efficacy include overestimation of ability (Bandura, 1997) and designating less time to preparation (Bandura & Locke, 2003). Such findings may begin to explain the negative effects found in the current study. Thus, the importance of focusing on individuals within organisations is clear and a necessary focus for future research.
| Item Type: | Thesis (Bachelor) |
|---|---|
| Supervisor name: | Bucur, R.E. |
| Degree programme: | Psychology |
| Differentiation route: | None [Bachelor Psychology] |
| Date Deposited: | 18 Jun 2024 08:11 |
| Last Modified: | 18 Jun 2024 08:11 |
| URI: | http://gmwpublic.studenttheses.ub.rug.nl/id/eprint/3408 |
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