Group Leadership: Efficacy and Effectiveness
Authors
-
Crystal
L
.
Hoyt
-
E
.
Murphy
-
Stefanie
K
.
Halverson
-
Carl
B
.
Watson
Published
Group Dynamics: Theory, Research, and Practice,
4
ed., vol.
7, pp.
259–274,
December
2003
Website
http://
doi.org/10.1037/1089-2699.7.4.259
Abstract
A model of leadership effectiveness including leadership efficacy, anxiety, and self- and collective efficacy for the task was hypothesized and tested in 2 laboratory studies. Groups of 3 people, 1 designated as leader, performed distinct employee hiring tasks in both studies. The empirical model from the combined samples indicates that leaders high in leadership efficacy experienced higher levels of self- and collective efficacy for the task and lower levels of anxiety, and lower levels of anxiety were related to higher self-efficacy for the task. Additionally, the model indicates that the leaders' self-efficacy for the task was associated with their collective efficacy, which in turn predicted the followers' collective efficacy. The followers' collective efficacy strongly predicted group performance. The results are discussed in terms of both their practical significance and their theoretical implications.
