Javascript must be enabled for the correct page display

The Role of Self-Efficacy in Shared Leadership: Examining Its Influence on Job Satisfaction Within Leader-Follower Dyads

Huizinga, Suske (2025) The Role of Self-Efficacy in Shared Leadership: Examining Its Influence on Job Satisfaction Within Leader-Follower Dyads. Bachelor thesis, Psychology.

[img]
Preview
Text
Bachelorthesissuskehuizinga.pdf

Download (640kB) | Preview

Abstract

shared leadership has become an increasingly relevant model of organizational functioning. This study examined the role of self-efficacy in the relationship between shared leadership and job satisfaction within leader-employee dyads. While shared leadership has been linked to positive team outcomes, less is known about its effects at the dyadic level or the individual factors that may shape these effects. Drawing on Bandura’s (1977) self-efficacy theory, it was hypothesized that shared leadership would positively predict job satisfaction and that self-efficacy would independently predict job satisfaction and moderating the relationship between shared leadership and job satisfaction. Data were collected through validated self-report scales of 57 leader-employee dyads from Dutch organizations. Results from hierarchical regression analysis indicated that shared leadership was a significant positive predictor of job satisfaction. However, self-efficacy did not significantly predict job satisfaction in the regression model, nor did it moderate the relationship between shared leadership and job satisfaction. These findings suggest that shared leadership fosters employee job satisfaction across different levels of self-efficacy, highlighting its broadly empowering nature in dyadic leader-follower relationships. This study contributes to the literature by emphasizing the value of shared leadership in dyadic contexts and suggests that leadership development efforts should encourage collaborative decision-making structures. Future research should explore these dynamics using longitudinal designs and larger samples and should further investigate other potential individual and contextual moderators of shared leadership effectiveness.

Item Type: Thesis (Bachelor)
Supervisor name: Bucur, R.E.
Degree programme: Psychology
Differentiation route: None [Bachelor Psychology]
Date Deposited: 16 Jul 2025 08:09
Last Modified: 16 Jul 2025 08:09
URI: http://gmwpublic.studenttheses.ub.rug.nl/id/eprint/5524

Actions (login required)

View Item View Item