Exploring gender differences in leaders' occupational self‐efficacy

Abstract

Purpose

This study focuses on gender differences in the relationship between transformational leadership and leader's occupational self‐efficacy. The aim is to explain how female and male leaders develop their self‐efficacy. This knowledge is important for leaders as well as organizations (e.g. human resources departments).

Design/methodology/approach

A total of 58 leaders were asked to indicate their transformational leadership as well as their occupational self‐efficacy, and 113 followers to indicate these leaders' transformational leadership. Hypotheses were examined using regression analyses.

Findings

We found no significant relationship between self‐rated transformational leadership and occupational self‐efficacy for women, although we did find a positive relationship for men. No interaction effect with respect to leaders' occupational self‐efficacy could be found between leaders' gender and follower‐rated transformational leadership.

Research limitations/implications

Whereas the relationship between transformational leadership and occupational self‐efficacy was examined for men and women, we could not examine the processes that lead to the differences.

Practical implications

Knowing that female and male leaders differ in the relationship between transformational leadership and occupational self‐efficacy can help organizations to seek ways to build up their occupational self‐efficacy. This is especially important when considering that occupational self‐efficacy is related to performance in organizations.

Originality/value

The paper employs both leader and follower evaluations on leaders' transformational leadership to explore the relationship between transformational leadership and occupational self‐efficacy. The paper sheds light on the different processes involved in establishing occupational self‐efficacy.

Citation

Schyns, B. and Sanders, K. (2005), "Exploring gender differences in leaders' occupational self‐efficacy", Women in Management Review, Vol. 20 No. 7, pp. 513-523. https://doi.org/10.1108/09649420510624747