A study on impact of self efficacy on leadership styles

Abstract

The present study was conducted in May month of 2024 and examines the role of self-efficacy in the various leadership models within the student population of G.B. Pant University of Agriculture and Technology. This research employed a quantitative research design, where data were gathered from a pool of 100 respondents by administering an online survey. The tool included the measurement of the General Self-Efficacy Scale and the Multifactor Leadership Questionnaire to explain the relationship that exists between self-efficacy and leadership in one of three styles: transformational, transactional, or passive/avoidant. The examination disclosed notable positive associations between self-efficacy and transformational as well as transactional leadership styles, which explained 36.5% and 28.9% of the variance, respectively. In contrast, no meaningful correlation was observed between self-efficacy and passive/avoidant leadership. These findings highlight the critical importance of self-efficacy in fostering effective leadership practices, providing significant implications for the improvement of leadership development programs within educational contexts.