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The paper aims to propose and validate a process-based model to enhance managerial effectiveness among micro, small and medium enterprises (MSMEs). It has been observed that business uncertainties and inadequate financial resources that MSME entrepreneurs and managers face require them to constantly engage in strong self-awareness and self-regulating behavior to enhance the efficacy in their roles and, henceforth, their role performance effectiveness.

The approach for data collection was based on the clustering of MSMEs belonging to the clusters machine tool, pump manufacturing, foundry, textile and auto-component clusters in India. The respondents to the study were MSME entrepreneurs and managers who oversee and manage multiple functions like operations, quality, marketing, sales, supply chain management, procurement, personnel and administration and general administration.

The self-efficacy of entrepreneurial managers of MSMEs is observed to play an integral role in enhancing the efficacy of their roles, thus highlighting the use of a process-based perspective while dealing with constant resource constraints and excessive dynamism in their business contexts. The ability to handle multiple tasks effectively and resilience to manage challenges enhances their role-making process, which is significant in achieving and sustaining goal-oriented behavior among MSME entrepreneurs and managers.

This paper would serve as an effective model for entrepreneurs and managers to enhance their efficacy in the individual and interdependent role context, which would help achieve their individual and organizational goals. The model emphasizes a process-based perspective that thrusts the need to relate to the organizational context, enhancing individual confidence for goal-related behavior and fulfilling their role-related expectations.

This paper presents a model of enhancing managerial effectiveness that discusses self-efficacy as antecedent behavior. Here, personal and environmental factors aid cognition to one’s capability to construct reality, self-regulate, encode information and engage in effective managerial action.

Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.

Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.

The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.

The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.

This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.

Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.

This study aims to investigate how social entrepreneurial role models influence social entrepreneurial self-efficacy, social entrepreneurial intent and social entrepreneurial action, with moral obligation as a moderator.

A cross-sectional survey of 261 pupils in the South African province of the Eastern Cape was used in the research study. Structural equation modeling was used to test hypotheses.

The research revealed that having social entrepreneurial role models has a positive impact on both social entrepreneurial self-efficacy and social entrepreneurial intent. In addition, a connection was found between social entrepreneurial intent and entrepreneurial action. The influence of moral obligation was found to be a positive and a significant moderator. Moreover, the association between social entrepreneurial role models and social entrepreneurial intent was mediated by social entrepreneurial self-efficacy.

The findings are not generalizable to nonstudent samples because students constituted the sample for gathering data. Future study therefore requires considering nonstudents to generalize the outcomes. This research should be replicated in other South African provinces and other developing countries for comparative outcomes.

Since social entrepreneurial role models have been practically linked to social entrepreneurship intent and entrepreneurial efficacy, understanding the factors that influence student’s decision to start a social enterprise is critical in South Africa to develop targeted interventions aimed at encouraging young people to start new businesses. Policymakers, society and entrepreneurial education will all benefit from the findings.

This study contributes to bridging the knowledge gap as it investigates how social entrepreneurial role models influence social entrepreneurial self-efficacy, social entrepreneurial intent and social entrepreneurial action, with moral obligation as a moderator. Encouraging social entrepreneurship among South African youth would also help address societal issues. This is a pioneering study in the context of an emerging economy such as South Africa, where social entrepreneurship is so integral.

Although social networks play an important role in individual ambidexterity, few studies have examined the impact of salespeople's social networks on sales-service ambidexterity. The purpose of this paper is to explore how salespeople's internal and external social networks affect sales-service ambidexterity.

The unique data of 331 salespeople from 39 units in retail banking industry and insurance industry were collected, and the hierarchical linear model was adopted to test the hypotheses. Finally, the alternative measure of the dependent variable and the alternative estimation method were adopted for robustness test.

The results show that the strength of salespeople's internal social networks and the extensiveness of salespeople's external social networks could facilitate sales-service ambidexterity of salespeople separately and synergistically. Salespeople's role breadth self-efficacy partially mediates the influences of internal and external social networks on sales-service ambidexterity, while empowerment climate and transformational leadership positively moderate the aforementioned mediational process by strengthening the relationship between salespeople's role breadth self-efficacy and sales-service ambidexterity.

Practical guidelines are provided for managers to shape ambidextrous salespeople by facilitating salespeople's internal and external social networks, promoting transformational leadership and creating empowerment climate within the unit.

To the best of the author's knowledge, this paper is the first to systematically examine the impact of salespeople's social network on sales-service ambidexterity. Drawing from social cognitive theory and the ambidexterity literature, this research reveals the mechanism of how salespeople's internal and external social networks contribute to sales-service ambidexterity.

The purpose of this paper is to measure the impact of positive and negative same‐gender fictional role models on students’ self‐efficacy and entrepreneurial intention.

The authors conducted an experimental research on 276 French students. Structural equation modeling techniques were employed to measure role model identification, attitude toward the role model, emotional arousal, entrepreneurial self‐efficacy and entrepreneurial intention.

Exposure to fictional role models favorably impacts self‐efficacy and behavioral intentions if students identify with role models, hold favorable attitudes toward the message, and experience positive emotional arousal. Successful role models reinforce role model identification and generate favorable attitudes toward the message, thus enhancing self‐efficacy and entrepreneurial intention. Unsuccessful entrepreneurial role models also favorably reinforce the relationship between self‐efficacy and entrepreneurial intention. Message framing and role models’ gender exert a moderating effect on these results.

Several implications for entrepreneurship education are discussed. The predominance of masculine models in entrepreneurship discourse should be inverted in the agenda of entrepreneurship education. The authors question the overall predominance of positive models in entrepreneurial education and more deeply explore the learning value of negative models.

Entrepreneurial literature mainly focuses on mastery experience and positive real‐life role models as antecedents of entrepreneurial self‐efficacy. Negative role models are rarely examined as potential favorable sources of self‐efficacy beliefs, and little is known about the impact of emotional arousal, another source of self‐efficacy beliefs, as theorized by Bandura.

The purpose of this research is to investigate the cross-level effects and mechanisms of inclusive leadership on employee innovation in team contexts, and further explore the boundary conditions of inclusive leadership.

This study collected data from 237 leader-member dyads in 60 teams of Chinese firms. The research utilized multilevel linear models and multilevel structural equation models in the R language to test the hypothesized model.

The findings suggest that inclusive leadership has a positive impact on both employee incremental and radical innovation. Team psychological safety and employee role breadth self-efficacy mediate the effects. Employee risk avoidance propensity negatively moderates the mediating role of role breadth self-efficacy in the relationship between inclusive leadership and incremental innovation.

Leaders should pay attention to team psychological safety, employee role breadth self-efficacy and employee individual risk avoidance propensity that influence employee innovation to maximize the effectiveness of inclusive leadership.

This research expanded the level of analysis from individual to team, exploring cross-level effects and mechanisms of inclusive leadership on employee innovation in team contexts, and clarified the effectiveness conditions of inclusive leadership.

This study aims to examined the relationship between emotional intelligence (EI), self-efficacy and two outcome variables: in-role performance and organizational citizenship behavior (OCB). The study also examined whether burnout mediates this relationship. The target population included Arab teachers in Israel.

A survey was performed. Usable questionnaires were returned by 221 teachers; therefore, the response rate was 88 per cent.

Hierarchical linear models and mediation analyses showed that EI and self-efficacy are related to OCB, and in-role performance and burnout have a strong and negative relationship with the outcome variables. Mediation analysis using Preacher and Hayes’s (2004, 2008) approach showed that burnout mediates the relationship of EI and self-efficacy with the three outcome variables.

The findings emphasize the role of the two personal variables examined here as important determinants of job performance and OCB, and demonstrate the importance of burnout in understanding OCB.

This study will contribute to the literature on OCB and work performance by examining the rarely researched relationships between EI and self-efficacy, on the one hand, and between OCB and in-role performance, on the other. Further, this study will argue that burnout mediates the relationship between these personal and outcome variables.

Drawing on prior research on strengths use and job performance, this study aims to investigate how employees’ strengths use for tasks and strengths use for relationships jointly influence role breadth self-efficacy and subsequent job performance, specifically in- and extra-role performances.

To test the assumptions, the authors methodologically performed a polynomial regression with response surface analysis using data collected from multiple time points and sources (i.e. 312 employee–supervisor dyads in Chinese companies).

The results showed that the higher the congruence between strengths use for tasks and strengths use for relationships, the higher the employees’ role breadth self-efficacy. Employees’ role breadth self-efficacy was greater when both strengths use for tasks and strengths use for relationships were high. Furthermore, the congruence between strengths use for tasks and strengths use for relationships had indirect effects on in- and extra-role performances via role breadth self-efficacy.

This study uniquely contributes to the strengths use literature by offering a more nuanced understanding of the consequences of strengths use for tasks and strengths use for relationships in the Chinese context. It highlights the importance of both types of strengths use for improving employee performance in Chinese organizations. Furthermore, this study provides new theoretical insights into the relationship between strengths use and job performance by ascertaining the mediating effect of role breadth self-efficacy.

The purpose of this paper is to test a positive spiral of self-efficacy among public employees. The spiral proposes that self-efficacy is positively related to extra-role behaviors. These behaviors in turn are positively related to subsequent self-efficacy.

A total of 260 public employees participated in three waves of data collection: self-efficacy (T1); extra-role behaviors (T2); self-efficacy (T3).

The results confirmed the existence of a positive spiral of self-efficacy. There was a positive and significant link from self-efficacy of employees (T1) to extra-role behaviors (T2). In addition, it was found a positive and significant relationship between extra-role behaviors (T2) and subsequent self-efficacy (T3) once the link from self-efficacy in T1 and T3 was controlled for. The mediation role of extra-role behaviors was also confirmed.

The examination of positive spirals is one of the critical challenges of the investigation of personal resources. In the current research study, the authors test the positive spiral of a critical personal resource such as self-efficacy. Additionally, the lagged design permits a solid test of the aforementioned spiral.

This study aims to examine the effect of supervisor developmental feedback on employee silence behaviour by developing a moderated mediation model. The model focuses on the mediating role of role breadth self-efficacy and high activated positive affect underpinning the relationship between supervisor developmental feedback and employee silence behaviour, and the moderating role of interdependent self-construal.

The two-wave survey was conducted among 265 employees. Structural equation modelling was conducted to test the mediation and moderation mediation hypotheses.

Results indicated that high activated positive affect mediated the negative relationship between supervisor developmental feedback and employee silence behaviour. The authors also found that interdependent self-construal moderated the relationship between supervisor developmental feedback and role breadth self-efficacy, as well as the indirect effect of supervisor developmental feedback on employee silence behaviour via role breadth self-efficacy.

This empirical study provides preliminary evidence of the mediating role of breadth self-efficacy and high activated positive affect in the negative relationship between supervisor developmental feedback and employee silence behaviour. The moderated mediation results further show that the mediation of role breadth self-efficacy between supervisor developmental feedback is contingent on individual interdependent self-construal, such that the mediation effect is significant among individuals with high interdependent self-construal, but the mediation effect of high activated positive effect is independent of individual interdependent self-construal. The findings further extend boundary conditions (interdependent self-construal) that may constrain the effect of supervisor developmental feedback on role breadth self-efficacy and high activated positive affect. The research makes considerable contributions to the cognitive-affective personality system theory by specifying the cognitive and affective mechanisms between supervisor developmental feedback and employee silence behaviour, as well as the boundary conditions.