Demeler, Ramsis (2024) How Despotic Leadership Moderates the Relationship between Self-Efficacy and Job Performance. Bachelor thesis, Psychology.
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Abstract
This study examines the relationship between self-efficacy and job performance between employees and their leader, focusing on the moderating role of despotic leadership. Using a multi-source, cross-sectional field study, this research used a questionnaire to collect data from a sample of 90 dyads, each consisting of a leader and an employee. Contrary to expectations, the results indicated non-significant correlations between self-efficacy and job performance, suggesting that there is no direct relationship between one's assessment of one's ability to achieve a goal and job performance. Furthermore, the relationship between despotic leadership and performance was also non-significant. Similarly, the moderating effect of despotic leadership was non-significant, indicating that despotic leadership did not significantly influence the relationship between self-efficacy and job performance. These findings challenge the common perception that self-efficacy positively influences job performance, as well as the negative effect of despotic leadership. Future research is recommended to develop a more nuanced coding system, test the generalizability of the findings and extend the model to find significant relationships. keywords: self-efficacy, despotic leadership, job performance, leader, employee, working dynamics, dyads
| Item Type: | Thesis (Bachelor) |
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| Supervisor name: | Bucur, R.E. |
| Degree programme: | Psychology |
| Differentiation route: | None [Bachelor Psychology] |
| Date Deposited: | 23 Jul 2024 13:29 |
| Last Modified: | 23 Jul 2024 13:29 |
| URI: | http://gmwpublic.studenttheses.ub.rug.nl/id/eprint/4066 |
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