Literature Review On Self-Efficacy Of Team Leaders

Chapter 2
Review of Related Literature and Studies
Self-Efficacy of Team Leaders Self-efficacy can be seen as an overall estimate of a person’s ability to achieve one’s goals. Team leaders with no self-efficacy can be stressed, because one cannot lead one’s team members effectively. Galoji (2017), stated in his article that self-efficacy and high expectations are one of the factors of issues on how team leaders can be effective. Therefore team leaders must know how to develop one’s sense of self-efficacy to influence the whole team to be productive.
In addition team leaders with high self-efficacy should know how to distribute self-quality among his/her team members. When that quality is distributed the odds of the team being an unstoppable

If he/she sees himself/herself as the kind of person that is hard-working and persevering, team members will also perceive him/her to be worthy of leading and being followed. Santamaria (2016) wrote in her article that no matter how unpleasant working and leading is in the BPO industry, team leaders have no choice but to persist and do it in it in order to achieve future success. Team leaders are more than willing to feel unpleasant emotions with the realization of the value of their long-term goals.
Likewise, self-efficacy affects a team leader’s judgement as one takes over in creating decisions. According to an article by Geraghty (2014). Self-efficacy beliefs influence the choices of the individuals it makes the degree of challenge of their goals and their level of commitment to personal goals.
Similarly, a high sense of efficacy can increase a team leaders capability. According to an article written on Teach the Earth (2014), a high sense of efficacy can motivate the people around, specifically the people they manage, as well as pushing them to enhance their cognitive development. Self-efficacy was also stated to be relative to one’s

According to a study by Kovjanic (2013) transformational leadership and fulfillment of all basic needs has a satisfaction effect on the person that expected mediating role in linking transformational leadership and employee outcomes composure throughout rapidly changing and stressful job demands.
In fact, it was found out that individuals with high self-efficacy believe in themselves and go on to exhibit high performance, however several intervening variables such as nature of the task, adversities encountered. In an industrial psychology study conducted by Iroegbu (2015), reviewing the relationship of self-efficacy and performance, intelligence, personality, skill level, motivation, supervision, training, level of the worker and many others, it was found out that it continues to affect employees’ level of effort and persistence in performing tasks. Similarly, team leaders which have greater self-efficacy are more effective since they are motivated and therefore exert more efforts to fulfill their roles. Mesterova, Prochazka and Vaculik (2015) found in their study that team leaders are more headstrong when faced with adversities, thus they can maintain composure throughout rapidly changing and stressful job