Reflective leaders become causal agents of change

Abstract

Purpose

The purpose of this paper is to place the growing body of research on leadership self‐efficacy in context for practicing or aspiring leaders.

Design/methodology/approach

The paper highlights, synthesizes, and frames research on leadership self‐efficacy for leaders who seek to improve their effectiveness. It uses a case study to illustrate how a leader can apply the findings of research to become a better leader.

Findings

Performance‐enhancing strategies are recommended based on the literature for practitioners who strive to become better leaders by improving their self‐monitoring and reflective skills.

Practical implications

The paper seeks to provide practitioners with useful strategies to improve their leadership self‐efficacy.

Originality/value

A decade ago the authors published a handful of articles about the implications of self‐efficacy for educators and remain interested in the topic, finding that while research on leadership self‐efficacy is growing, it has not reached leaders in the workplace.

Citation

McDaniel, E.A. and DiBella‐McCarthy, H. (2012), "Reflective leaders become causal agents of change", Journal of Management Development, Vol. 31 No. 7, pp. 663-671. https://doi.org/10.1108/02621711211243863