Zurbel, Laura (2024) The Role of Self-Efficacy in the Relationship Between Shared Leadership and Performance in Leader-Follower Dyads. Bachelor thesis, Psychology.
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Abstract
With the recent rise in entrepreneurship, exploring different leadership styles and their impact on performance outcomes has gained importance. This paper examines the moderating role of self-efficacy in the relationship between shared leadership and employee performance in leader-follower dyads. Leader-follower pairs were sampled, with each party completing a position-specific questionnaire. Followers provided insights into perceived shared leadership and self-efficacy, while leaders reported on their followers' performance. The results revealed no significant relationships between shared leadership and performance or between self-efficacy and performance. Additionally, the hypothesis that self-efficacy moderates the relationship between shared leadership and performance was not supported. The lack of significant results may be attributed to inherent differences between dyads and groups, which can negatively affect shared leadership processes, as well as the study design itself. Future research should further investigate factors influencing shared leadership and performance, such as group size and gender. Keywords: Shared Leadership, Self-Efficacy, Leader-Follower Dyads, Performance-Outcomes
| Item Type: | Thesis (Bachelor) |
|---|---|
| Supervisor name: | Bucur, R.E. |
| Degree programme: | Psychology |
| Differentiation route: | None [Bachelor Psychology] |
| Date Deposited: | 24 Jul 2024 11:51 |
| Last Modified: | 24 Jul 2024 11:51 |
| URI: | http://gmwpublic.studenttheses.ub.rug.nl/id/eprint/4120 |
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