Trust, self-efficacy, and leadership perception
DOI:
https://doi.org/10.15665/dem.v17i3.1641Keywords:
expectancy-value, path-goal, performance, qualifications, interestsAbstract
This research study examines the extent to which hierarchical superiors are admired as leaders, and their viewpoints and decisions accepted, based on their direct support and influence on their subordinates’ self-concept and sense of personal efficacy. To this purpose, a 25-item inventory was designed and filled in paper by 157 participants from 26 companies. Once the statistical behavior of the items was tested, it was found, through lineal regression and correlation analyses, that superiors are better accepted and admired as leaders, when they display trust in the capabilities of their subordinates, contribute to improve their self-efficacy, and support them in their duties. On the other hand, it was also found that considering the subordinates’ skills and interests, when assigning tasks and challenges, was highly correlated with self-efficacy improvement These findings are consistent with previous research. However, it will be important to validate them in future studies.
RESUMEN
Esta investigación examina la admiración hacia los superiores jerárquicos como líderes, así como la aceptación de sus puntos de vista y decisiones, a partir de su apoyo directo y de su influencia en el autoconcepto y sentido de eficacia personal de los colaboradores. Para este propósito, se elaboró un inventario de 25 reactivos que fue contestado en papel por 157 participantes de 26 empresas. Tras verificar el comportamiento estadístico de los reactivos, se identificó mediante análisis correlacionales y de regresión, que los superiores jerárquicos son más aceptados y admirados como líderes cuando demuestran confianza en las capacidades de sus colaboradores y contribuyen a mejorar su autoeficacia, además de apoyarlos en el trabajo. Por otra parte, el aprovechamiento de las habilidades e intereses de los colaboradores está altamente correlacionado con la mejora de su autoeficacia. Estos resultados son consistentes con la literatura, pero será importante verificarlos en estudios posteriores.
RESUMO
Esta pesquisa examina os superiores admiração como líderes e aceitação de seus pontos de vista e decisões do seu suporte direto e sua influência sobre o auto-conceito e senso de eficácia pessoal dos funcionários. Para tanto, um inventário de 25 itens foi elaborado e respondido em papel por 157 participantes de 26 empresas. Depois de verificar o comportamento estatístico dos reagentes, identificadas pela análise de correlação e regressão, os superiores são mais aceito e admirado como líderes quando eles mostram confiança nas habilidades de seus funcionários e ajudar a melhorar a sua auto-eficácia, bem como apoiá-los na trabalhar Por outro lado, o uso das habilidades e interesses dos colaboradores está altamente correlacionado com a melhora de sua autoeficácia. Estes resultados são consistentes com a literatura, mas será importante verificá-los em estudos posteriores.
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