Background: Today, nursing leaders face unprecedented challenges as healthcare organizations struggle to adapt to ever-accelerating rates of change both internally with the external environment in which they are embedded. The connection between leadership self-efficacy and leadership effectiveness may be critical to find new ways of selecting and developing leadership in healthcare organizations. Greater understanding is needed regarding how leaders' efficacy beliefs interact with their broader self-concept and effectiveness to increase the adaptability across numerous challenges, roles, and performance contexts.
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