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The influence of occupational self-efficacy on the relationship of leadership behavior and preparedness for occupational change.

By B. Schyns


A theoretical framework for the relationship between preparedness for occupational change, occupational self-efficacy, and leadership is presented. Preparedness for occupational change is defined as the wish to acquire higher task demands (i.e. greater complexity) in the sense that employees have thought about change but have not yet acted to seek change. It explained why preparedness for occupational change is central prior to, during, and after organizational change is introduced. A model of determinants of preparedness for occupational change is established. The application of this model in different stages of organizational change is demonstrated. Central aspects in this model are self-efficacy and leadership. Self-efficacy influences preparedness for occupational change in the different stages. This effect is demonstrated using the three assumed outcomes of self-efficacy (i.e., initiation of behavior, persistence, and effort) and their relationship to preparedness for occupational change. It is assumed that perceived leadership influences occupational self-efficacy. Three factors influencing self-efficacy (mastery experience, vicarious learning, and verbal persuasion) are regarded as possibly being responsible for this effect. The implications of the model for organizational practice are discussed

Topics: Preparedness for occupational change, Organizational change, Self-efficacy, Leadership.
Publisher: Sage
Year: 2004
DOI identifier: 10.1177/089484530403000402
OAI identifier:

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