The impact of leader self-efficacy on the characteristics of work teams

Abstract

Purpose: This work focuses on the study of the impact of the Self-Efficacy (SE) of the leader on Innovative Work Behavior (IWB), establishing the influence of contributing factors, such as the Organization Learning Capability (OLC) and Team Member Exchange (TMX).

Design/methodology/approach: Structural equation modeling is used as a statistical test method. This technique enabled the quantitative validation of the qualitative hypotheses raised in the study.

Findings: The results suggest empirical evidence supporting a positive relationship among the constructs considered in the research.

Originality/value: This work develops a new relational model and contributes to the establishment of the mechanisms of the relationship among the variables of positive psychology, making an academic contribution within the broad field of resources and dynamic capabilities theory. It also makes a real social contribution in terms of its immediate application and the knowledge of how factors of selection (the self-efficacy of the leader) or handling (OLC) can influence variables on an individual level (TMX and IWB).