Author : Amy L. Wilson
Publisher :
ISBN 13 :
Total Pages : 0 pages
Book Rating : 4.:/5 (993 download)
Book Synopsis Measuring the Impact of Implicit Leadership Theories on Leadership Efficacy and Developmental Readiness by : Amy L. Wilson
Download or read book Measuring the Impact of Implicit Leadership Theories on Leadership Efficacy and Developmental Readiness written by Amy L. Wilson and published by . This book was released on 2017 with total page 0 pages. Available in PDF, EPUB and Kindle. Book excerpt: This study explored beliefs about leadership efficacy, developmental readiness for increased leadership ability, and the extent to which people believed they could progress toward their leadership potentiality. As implicit leadership theories (ILTs) have an impact one's self-view as a leader, the main research question posed was: Regardless of any formal leadership designation, what are the self-perceptions of individuals between the ages of 21 and 45 about their beliefs in themselves as leaders? Additional questions also explored the relationship between people's perceptions about their own self-efficacy and ILTs, how ILTs might influence self-efficacy in relation to perceived leadership ability, as well as ILT impact on beliefs about leader performance and acknowledgment. A purposive sampling technique included four Sheboygan County companies located in a community that recently launched a workforce development collaborative to fill an increasing number of available jobs. A descriptive, quantitative analyses was initiated through an electronic survey, utilizing a four-point Likert scale and measuring three underlying dimensions (implicit leadership theories, self-efficacy, and reflective-of-self statements) of two major constructs (leadership efficacy and developmental readiness). The final works were produced in an article format, including an introduction chapter presenting the purpose of the study, followed by a comprehensive literature review (Article One), a detailed discussion about the design of the study and development of the measuring instrument and theoretical framework (Article Two), a summation of the data generated in relation to the research questions and hypotheses (Article Three), and a concluding chapter reviewing major conclusions, findings, and implications. In general, this study found that higher self-efficacy scores indicated higher levels of leadership efficacy, and people were more positive about their leadership ability when they did not compare themselves to others. Furthermore, high performers valued acknowledgement, and those with greater leadership efficacy were ready for more robust leadership development. Finally, this study introduced the researcher's Leader Beliefs Scale (LBS measuring instrument), which detects the intensity of the two separate constructs, leadership efficacy and developmental readiness, with three underlying dimension: self-efficacy, implicit leadership theories, and reflective-of-self statement. It also introduced the Leadership Efficacy and Developmental Readiness Spectrum (LEADRS model) as a method for customized training to increase individual leadership ability and organizational leadership capacity.