The development of self‐efficacy during aviation training

Given that self‐efficacy has been shown to be positively related to training outcomes, a better understanding of factors that affect self‐efficacy in complex training contexts is needed. This study examined the development of self‐efficacy in a flight‐training programme. Results indicate that training performance and self‐esteem predicted self‐efficacy for post‐training flight performance. Furthermore, prior flight experience moderated the relationships between training performance and self‐efficacy, and between self‐esteem and self‐efficacy. Implications regarding the development of self‐efficacy and the design of training programmes are discussed. Copyright © 2000 John Wiley & Sons, Ltd.     

Core self‐evaluations in Japan: relative effects on job satisfaction,life satisfaction,and happiness

The present study tested, in a non‐Western culture (Japan), the relative validity in predicting job satisfaction, life satisfaction, and happiness of core self‐evaluations (CSE), positive and negative affectivity (PA/NA), and the Neutral Objects Satisfaction Questionnaire (NOSQ). Consistent with previous results in primarily Western cultures, the four lower‐order traits that comprise CSE—self‐esteem, generalized self‐efficacy, locus of control, and neuroticism—indicated a higher‐order factor. While each lower‐order trait was itself related to the study's criteria, the CSE concept displayed in general, higher correlations with the dependent variables, and explained incremental variance in two of the study's three outcomes beyond PA, NA, and the NOSQ. These results indicate initial support for the generalizability of CSE in a culture that differs in many respects from Western cultures, and suggest that judgments of satisfaction and happiness in a non‐Western culture have a dispositional source. Copyright © 2005 John Wiley & Sons, Ltd.     

Cultural and individual differences in self‐rating behavior: an extension and refinement of the cultural relativity hypothesis

This study examined the relationships between culture, individual attributes, and self‐rating behavior among 1,786 university students in Canada, Hong Kong, Taiwan, mainland China, and Japan, and in doing so extended and refined the cultural relativity hypothesis. It explored the difference between vertical and horizontal individualists in self‐rating behavior, and examined the mediating effects of two individual attributes, self‐enhancement propensity and general self‐efficacy in the relationship between individualism and self‐rating behavior. The results confirmed that individualism is the cultural driver for self‐rating leniency, and that the individual‐level assessment of individualism is a stronger predictor of self‐rating leniency than are culture‐level differences. Vertical individualism was found to be positively related to self‐enhancement propensity, which in turn was positively related to self‐rating. Whereas, horizontal individualism was positively related to general self‐efficacy, which in turn had a positive relationship with self‐rating. We discuss the implications of the results for academic research and practical management. Copyright © 2006 John Wiley & Sons, Ltd.     

Merit pay raises and organization‐based self‐esteem

We developed and tested a theory of the relationship between merit pay raises and organization‐based self‐esteem (OBSE) in a longitudinal study of hospital employees. We predicted that the positive relationship between merit pay raise size and OBSE would be stronger when pay‐for‐performance (PFP) perceptions were high and predicted further that this interaction would be stronger among older employees. As predicted, merit pay raises were not related to OBSE levels for younger employees, but, among older employees, larger merit raises increased OBSE when PFP perceptions were high and decreased OBSE when PFP perceptions were low. Implications of the study for merit pay theory and practice are addressed. Copyright © 2008 John Wiley & Sons, Ltd.     

Evaluating the core: Critical assessment of core self‐evaluations theory

In 1997, Judge, Locke, and Durham published the core self‐evaluations (CSE) theory proposing that a multidimensional CSE construct, composed of emotional stability, self‐esteem, locus of control, and generalized self‐efficacy, accounts for individual differences in job satisfaction as well as in other organizational behavior outcomes. In this article, I argue that, despite ample evidence in support of the predictive validity of the CSE construct, the adequacy of including emotional stability, self‐esteem, locus of control, and generalized self‐efficacy as indicators of the CSE construct may be questionable, and I review evidence that points to limited convergent and discriminant validity of the CSE construct. I conclude the article with a few recommendations for advancing CSE theory and research. Copyright © 2011 John Wiley & Sons, Ltd.     

A meta‐analytic comparison of self‐reported and other‐reported organizational citizenship behavior

Given the common use of self‐ratings and other‐ratings (e.g., supervisor or coworker) of organizational citizenship behavior (OCB), the purpose of this meta‐analysis was to evaluate the extent to which these rating sources provide comparable information. The current study's results provided three important lines of evidence supporting the use and construct‐related validity of self‐rated OCB. The meta‐analysis of mean differences demonstrated that the mean difference in OCB ratings is actually quite small between self‐ and other‐raters. Importantly, the difference between self‐ and other‐raters was influenced by neither the response scale (i.e., agreement vs. frequency) nor the use of antithetical/reverse‐worded items on OCB scales. The meta‐analysis of correlations showed that self‐ and other‐ratings are moderately correlated but that self–other convergence is higher when antithetical items are not used and when agreement response scales are used. In addition, self‐ratings and supervisor‐ratings showed significantly more convergence than self‐ratings and coworker‐ratings. Finally, an evaluation of self‐rated and other‐rated OCB nomological networks showed that although self‐rated and other‐rated OCBs have similar patterns of relationships with common correlates, other‐rated OCB generally contributed negligible incremental variance to correlates and only contributed appreciable incremental variance to other‐rated behavioral variables (e.g., task performance and counterproductive work behavior). Implications and future research directions are discussed, particularly regarding the need to establish a nomological network for other‐rated OCB. Copyright © 2013 John Wiley & Sons, Ltd.     

Examining the effects of feeling trusted by supervisors in the workplace: A self‐evaluative perspective

Trusting and feeling trusted are related but unique components of a trusting relationship. However, we understand relatively little about the effects of felt trust on work performance and organizational citizenship behavior. From a self‐evaluative perspective, this study argued that when employees perceive that their supervisors trust them, their organization‐based self‐esteem is enhanced, leading them to perform better in the workplace. We tested our hypotheses on a sample of 497 teachers using two trust measures, that is, reliance and disclosure, and found support for them on the basis of the reliance (but not the disclosure) measure. The effect of felt trust especially reliance on the employees' work performances were mediated by their organization‐based self‐esteem. Copyright © 2013 John Wiley & Sons, Ltd.     

Perceived organizational support and affective commitment: the mediating role of organization‐based self‐esteem in the context of job insecurity

Research on the relationship between perceived organizational support (POS) and affective organizational commitment (AC) has primarily adopted a social exchange perspective. In this study we considered complementary socio‐emotional explanations of the POS–AC relationship. We focused on the mediating role of organization‐based self‐esteem (OBSE) and tested competing models of the POS–OBSE‐AC relationship separately on data from two Korean banks that experienced different levels of downsizing following the 1997 Korean financial crisis. We further extended the analysis by examining the extent to which the relationship between POS and OBSE and AC, respectively, was affected by employees' perceived sense of job insecurity in the two banks. The results showed that OBSE was a significant mediator of the POS–AC relationship in both organizations. POS, however, also retained a strong independent direct effect on commitment. Moreover, as expected, perceived job insecurity tended to attenuate the POS–OBSE relationship, but augmented the direct relationship between perceived organizational support and affective commitment. Copyright © 2006 John Wiley & Sons, Ltd.     

Leadership self‐efficacy and managers' motivation for leading change

This study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self‐efficacy (LSE) is defined, and a measure comprising three dimensions (direction‐setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by direct reports as engaging in more leadership attempts. Relationships are also proposed between LSE and several factors that are expected to influence this confidence judgment. Managers' organizational commitment and crisis perceptions are modelled as potential moderators of the relationship between LSE and leadership attempts. The model was tested through surveys distributed to managers (n = 150) and their direct reports (n = 415) in a real estate management company and an industrial chemicals firm. Positive relationships (p < 0.05) were found between the first two dimensions of LSE and managers' leadership attempts. An interaction effect involving organizational commitment was discovered for the LSE/overcoming obstacles dimension (p < 0.05). Several positive relationships were found between LSE dimensions and proposed antecedents, including self‐esteem (p < 0.05), subordinates' performance abilities (p < 0.05), and managers' job autonomy (p < 0.05). Copyright © 2002 John Wiley & Sons, Ltd.     

Weekly work–school conflict,sleep quality,and fatigue: Recovery self‐efficacy as a cross‐level moderator

This study employed a weekly diary method among a sample of 74 Midwestern college student workers in order to examine the within‐person relationships between work–school conflict, sleep quality, and fatigue over five weeks. Further, recovery self‐efficacy was proposed as a cross‐level moderator of the relation between sleep quality and fatigue. Results from multilevel analyses demonstrated that weekly work–school conflict was negatively related to weekly sleep quality and positively related to end‐of‐week fatigue, with sleep quality partially mediating the relation between work–school conflict and fatigue. These findings enhance understanding of the process by which work–school conflict contributes to college student workers' strain on a weekly basis. Additionally, student workers with low recovery self‐efficacy demonstrated a negative relation between sleep quality and fatigue; however, this relation did not exist for student workers with high recovery self‐efficacy. This finding suggests recovery self‐efficacy as an important resource that may reduce the association between poor sleep quality (as a result of work–school conflict) and fatigue. The current findings provide important theoretical and practical implications for researchers, organizations, and college institutions as a whole. Copyright © 2014 John Wiley & Sons, Ltd.     

Are perseverance and self‐efficacy costless? Assessing entrepreneurs' regretful thinking

New business formation is a formidable and daunting task, which may require personal perseverance and self‐efficacy. If this is indeed the case, will entrepreneurs and non‐entrepreneurs differ on such attributes? Also, if high levels of perseverance and self‐efficacy help entrepreneurs to overcome setbacks, snags, and obstacles, do these positive attributes co‐occur with significant personal costs, such as the tendency to experience regretful thinking? This study uses a random sample of 217 patent inventors in the medical industry (surgery devices) to address these questions. Results indicate that entrepreneurs score significantly higher on self‐efficacy and on two distinct aspects of perseverance—perceived control over adversity and perceived responsibility regarding outcome of adversity—than did non‐entrepreneurs. Also, although entrepreneurs report the same number of regrets, their regrets are stronger and are qualitatively different from those reported by non‐entrepreneurs. These findings suggest that perseverance and self‐efficacy do indeed co‐occur with regretful thinking. Finally, post hoc analysis reveals that the higher the overall perseverance scores of patent inventors, the higher their annual earnings. We conclude by examining the implications for theory, researcher, and practice. Copyright © 2005 John Wiley & Sons, Ltd.     

Employees' self‐efficacy and perception of individual learning in teams: The cross‐level moderating role of team‐learning behavior

Despite the importance of employee learning for organizational effectiveness, scholars have yet to identify the factors that influence employees' perception of individual learning. This paper identified employees' self‐efficacy as a potential antecedent to their perception of individual learning in the context of teamwork. We also hypothesized that team‐learning behavior had a moderating effect on the relationship between employees' self‐efficacy and their perception of individual learning. We conducted a study of 236 teams working in a retail firm, comprising 236 team supervisors and 1397 employees, and analyzed the data using hierarchical linear modeling. This study revealed that employees' individual‐level self‐efficacy was positively associated with their perception of individual learning in teams. Additionally, team‐learning behaviors moderated the positive relationship between employees' self‐efficacy and the perception of individual learning. This study has theoretical and practical implications for a more nuanced understanding of the perception of individual learning in the context of teamwork. Copyright © 2016 John Wiley & Sons, Ltd.     

The Janus face of paternalistic leaders: Authoritarianism,benevolence, subordinates' organization‐based self‐esteem,and performance

We investigated how the two components of paternalistic leadership, namely authoritarianism and benevolence, jointly influenced work performance through their impacts on organization‐based self‐esteem (OBSE). Using a sample of 686 supervisor–subordinate dyads collected from a manufacturing firm in the People's Republic of China, we found that OBSE mediated the negative relationship between authoritarian leadership on one hand and subordinate task performance and organizational citizenship behavior toward the organization (OCBO) on the other. We also found that the negative effect of authoritarian leadership on subordinate OBSE, task performance, and OCBO was weaker when supervisors exhibited higher levels of leader benevolence. Also, OBSE mediated the joint effect of authoritarian leadership and benevolent leadership on subordinate task performance and OCBO. Copyright © 2012 John Wiley & Sons, Ltd.     

Identity accumulation,others' acceptance,job‐search self‐efficacy,and stress

This study examines identity accumulation, others' acceptance of one's aspired self, work role salience, and job‐search self‐efficacy in relation to job stress. One hundred and eighty insurance agents working in six branches of an international assurance company completed self‐report questionnaires. Results indicate that identity accumulation and others' acceptance have direct, significant, and negative relationships with job stress. Job‐search self‐efficacy is found to be effective in moderating the relationship between work‐role salience and job stress. Implications and limitations of the study are discussed. Copyright © 2005 John Wiley & Sons, Ltd.     

Effects of perceived power of supervisor on subordinate stress and motivation: the moderating role of subordinate characteristics

This study examined the moderating effects of subordinate individual differences, specially self‐esteem and locus of control, on the relationships between perceived supervisor power and subordinate motivation and stress. Results showed that perceived supervisor power was more strongly related to increased motivation and decreased stress for subordinates with low self‐esteem than for those with high self‐esteem. For locus of control, perceived reward, coercive and referent power were more positively related to motivation, and legitimate, expert and referent power were more negatively related to stress for externals than for internals. On the other hand, supervisor expert power and legitimate power were positively associated with increased motivation for internals, but not for externals. Implications for future research and practising managers are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Self‐leadership in the context of part‐time teleworking

Employees who work periodically in both a traditional office and home office (part‐time teleworkers) face opportunities and risks related to both working locations. As self‐leadership might play a crucial role in this context, we examined within‐person variations in self‐leadership (self‐reward, self‐punishment, self‐cueing, self‐goal setting, imagining successful performance, and evaluation of beliefs and assumptions) on home days and office days. In a typical workweek, 195 part‐time teleworkers filled out daily surveys (729 days), and we examined the relationship between working location (office and home) and self‐leading behavior as well as the mediating role of autonomy. Finally, we investigated whether self‐leading behavior relates to ego depletion and work satisfaction at the end of the working day. Multilevel analyses revealed that part‐time teleworkers reported higher use of self‐reward, self‐goal setting, and visualization of successful performance on home days than on office days. The association between working location and self‐reward, self‐goal setting, visualization of successful performance, and evaluation of beliefs and assumptions was mediated by autonomy. There were no indirect effects of working location on ego depletion through self‐leadership. However, we found that on home days, part‐time teleworkers were more satisfied with their job at the end of the workday through self‐goal setting.     

The undermining effect revisited: The salience of everyday verbal rewards and self‐determined motivation

Self‐determination theory suggests that some rewards can undermine autonomous motivation and related positive outcomes. Key to this undermining is the extent to which rewards are perceived as salient in a given situation; when this is the case, individuals tend to attribute their behavior to the incentive, and the intrinsic value of the task is undermined. The role of salience has yet to be explicitly tested with respect to work motivation; we know little about whether undermining occurs in relation to verbal rewards, which characterize everyday work. We examine this in a field‐based quantitative diary study of 58 employees reporting 287 critical incidents of motivated behavior. When considering simple direct effects, the undermining effect was not supported; highly salient verbal rewards associated positively with introjected and external motivation, but at no cost to autonomous motivation. However, moderator analysis found support for the undermining effect for complex tasks; highly salient verbal rewards associated positively with external motivation while associating negatively with intrinsic and identified motivation. The findings suggest that verbal reward salience is an important characteristic of verbal reward perceptions and that salient verbal rewards are not advisable for more complex tasks but can have a valuable motivational impact for simple tasks. Copyright © 2015 John Wiley & Sons, Ltd.     

Self‐esteem,appraisal and coping: a comparison of unemployed and re‐employed people

The negative effects of unemployment on psychological health are well documented, yet Kasl's ( 1982 ) reverse causation hypothesis is that positive psychological health, and in particular self‐esteem, facilitates re‐employment. The aim of this study was to investigate this proposal by assessing levels of self‐esteem, cognitive appraisals and coping efforts among unemployed persons and relating these factors to their employment status six months later. Two hundred and one unemployed (49 per cent female, 51 per cent male; mean age = 32.41 ± 10.18 years) and 128 employed respondents (59 per cent female, 41 per cent male; mean age = 35.0 ± 11.73 years) participated in the study. Participants completed the Adult Self‐Perception Profile, Access to Categories of Experience, Locus of Control, Deakin Coping Scale, and the Meaningful Leisure Activities Questionnaire at baseline and at six‐month follow‐up using a mail‐out survey. Comparison of baseline appraisals revealed that future re‐employed participants rated their latent deprivation lower and their internal locus of control higher than those continuously unemployed, and they also derived more internal meaning from leisure activities. Overall, the results provide support for Kasl's reverse causation hypothesis extended to these other domains of psychological health. Intervention strategies designed to incorporate the promotion of these factors are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

Me and us: differential relationships among goal‐setting training,efficacy and effectiveness at the individual and team level

Efficacy‐effectiveness relationships were examined for individual nurses and nursing teams who were either trained or untrained in goal‐setting. At the individual level, positive direct relationships were demonstrated between self‐efficacy and effectiveness, between training and subsequent self‐efficacy, and between training and effectiveness. Initial self‐efficacy also moderated the training‐effectiveness relationship. Nurses low in initial self‐efficacy realized greater effectiveness gains from the training than did nurses high in initial self‐efficacy. At the team level, group efficacy was related to effectiveness, and training was related to subsequent group efficacy, but training was not related to effectiveness, and there were no moderation effects for initial group efficacy. Collective cognition and behavioral plasticity are potential explanations for different effects at the individual and team level and avenues for theory development and future research. Copyright © 2001 John Wiley & Sons, Ltd.     

The two faces of high self‐monitors: Chameleonic moderating effects of self‐monitoring on the relationships between personality traits and counterproductive work behaviors

This study examines whether and how self‐monitoring moderates the relationships between two personality traits (agreeableness and conscientiousness) and counterproductive work behavior directed toward the organization (CWB‐O) and toward other employees (CWB‐I). High self‐monitors strive to attain personal goals related to status and prestige enhancement by adjusting their behavior to what the situation requires or allows for. We propose that the status enhancement motive can take on two different yet related forms—impression management (interpersonal potency) and opportunism (win‐at‐all‐costs)—depending on relevant situational cues. We hypothesize that in public, interpersonal settings where their behavior is visible to others, high self‐monitors' desire to enhance their status by looking good to others suppresses the natural expression of low agreeableness via increased engagement in CWB‐I. Conversely, we hypothesize that in private, non‐interpersonal settings where their behavior is rarely visible to others, high self‐monitors' desire to enhance their status by doing whatever it takes to get what they want intensifies the natural expression of low conscientiousness via increased engagement in CWB‐O. On the basis of two independent samples of participants, results of moderated multiple regression analyses provided support for the hypotheses. Copyright © 2013 John Wiley & Sons, Ltd.