Loos, Jari (2024) The moderating effect of self-efficacy on the relationship between destructive leadership and job performance. Bachelor thesis, Psychology.
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Abstract
The relationship between destructive leadership and job performance yields heterogeneous results. Building on previous research exploring self-efficacy in this context, this study explores the moderating effect of self-efficacy on the relationship between destructive leadership and job performance. High self-efficacy employees are more resilient to stress thereby being better equipped to deal with stress inducing leader behaviour. Stress leads to a reduction in job performance. Thus self-efficacy buffers the negative effect of destructive leadership on job performance. We conducted a multi-sourced cross-sectional field study of Dutch employee and leader dyads. Participants largely came from personal networks and local businesses (N=90). A questionnaire was used to assess the dyads in self-efficacy, destructive leadership and job performance. The study does support the negative effect of destructive leadership on job performance however it does not support the moderating effect of self-efficacy as well as the positive effect self-efficacy tends to have on job performance outcomes.
| Item Type: | Thesis (Bachelor) |
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| Supervisor name: | Bucur, R.E. |
| Degree programme: | Psychology |
| Differentiation route: | None [Bachelor Psychology] |
| Date Deposited: | 06 Aug 2024 12:31 |
| Last Modified: | 06 Aug 2024 12:31 |
| URI: | http://gmwpublic.studenttheses.ub.rug.nl/id/eprint/4235 |
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