Online from: 1996
Subject Area: Human Resource Management
Options: To add Favourites and Table of Contents Alerts please take a Emerald profile
|Title:||Leadership attributes valence in self-concept and occupational self-efficacy|
|Author(s):||Birgit Schyns, (University of Portsmouth, Portsmouth, UK), Sabine Sczesny, (University of Bern, Bern, Switzerland)|
|Citation:||Birgit Schyns, Sabine Sczesny, (2010) "Leadership attributes valence in self-concept and occupational self-efficacy", Career Development International, Vol. 15 Iss: 1, pp.78 - 92|
|Keywords:||Australia, Germany, India, Leadership, Self-esteem|
|Article type:||Research paper|
|DOI:||10.1108/13620431011020907 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||The authors would like to thank Hans-Joachim Wolfram for this helpful comments on an earlier version of this paper.|
Purpose – The purpose of this paper is to explore the relationship between leadership-relevant attributes and occupational self-efficacy in management students. It is assumed that leadership-relevant attributes are related to high self-efficacy beliefs.
Design/methodology/approach – In the present study management students from three different countries, namely Germany, Australia, and India, described to what degree they possess task- and person-oriented leadership attributes and indicate their occupational self-efficacy for their future profession. Data were analysed using regression analyses.
Findings – As expected, leadership-relevant attributes were related to occupational self-efficacy. Some support was found for the assumption that ratings of the importance of relevant attributes moderates the relationship between reported leadership-relevant attributes and occupational self-efficacy but only for task-oriented attributes.
Research limitations/implications – The sample size was small so that comparisons between subgroups were not possible. All data were self-reported.
Practical implications – The results are relevant for career counselling. Looking at self-description of individuals in terms of attributes relevant to their future job rather than working directly on their occupational self-efficacy could be emphasised.
Originality/value – The study provides initial hints at the relationship between self-description and occupational self-efficacy in connection with future managers.
Existing customers: login
to access this document
To purchase this item please login or register.
Complete and print this form to request this document from your librarian