Niango, Kaylynn (2024) The Moderating Effect of Self-efficacy on the Relationship Between Destructive Leadership and Employee Performance. Bachelor thesis, Psychology.
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Abstract
This study investigates the moderating role of self-efficacy on the relationship between destructive leadership and employee performance. Leveraging Bandura’s Social Cognitive Theory of Self-efficacy (1986) and literature on leader-employee dynamics, we hypothesize that when self-efficacy is high, the negative effects of destructive leadership on employee performance will be reduced. Data was generated from 89 leader-employee dyads in various Dutch-speaking work environments. Participants were asked to complete questionnaires that measured the variables of destructive leadership (IV), self-efficacy (M), and employee performance (DV). Statistical regression analyses were conducted to test for a moderation effect. The results were indicative of a non-significant interaction between destructive leadership and self-efficacy on employee performance (= –0.042, p= 0.293), failing to identify the moderating role of self-efficacy. These findings, although insignificant, provide insight into the nuances of leader-employee dynamics in an organizational context. Future research prospects are essential to elucidate the deficiency of the current study and further investigate the potential adverse effects of destructive leadership on employee performance.
| Item Type: | Thesis (Bachelor) |
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| Supervisor name: | Bucur, R.E. |
| Degree programme: | Psychology |
| Differentiation route: | None [Bachelor Psychology] |
| Date Deposited: | 19 Jul 2024 11:00 |
| Last Modified: | 19 Jul 2024 11:00 |
| URI: | http://gmwpublic.studenttheses.ub.rug.nl/id/eprint/3989 |
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