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SummaryThis study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self-ef®cacy (LSE) is de®ned, and a measure comprising three dimensions (direction-setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by direct reports as engaging in more leadership attempts. Relationships are also proposed between LSE and several factors that are expected to in¯uence this con®dence judgment. Managers' organizational commitment and crisis perceptions are modelled as potential moderators of the relationship between LSE and leadership attempts. The model was tested through surveys distributed to managers (n 150) and their direct reports (n 415) in a real estate management company and an industrial chemicals ®rm. Positive relationships ( p < 0.05) were found between the ®rst two dimensions of LSE and managers' leadership attempts. An interaction effect involving organizational commitment was discovered for the LSE/overcoming obstacles dimension ( p < 0.05). Several positive relationships were found between LSE dimensions and proposed antecedents, including self-esteem ( p < 0.05), subordinates' performance abilities ( p < 0.05), and managers' job autonomy ( p < 0.05).

Purpose -The purpose of this paper is twofold: first, to review the research examining self-efficacy's role in leadership, and second, to propose research-based practical applications for improving leadership in organizations. Design/methodology/approach -The literature on leadership self-efficacy (LSE) is reviewed, and research-based organizational applications are derived therefrom. Findings -Bandura's self-efficacy construct has been the subject of extensive research over the past 30 years, with meta-analysis supporting its positive relationship with performance. Its specific connection to leadership has recently attracted substantial attention with the introduction and exploration of the LSE concept. Credible evidence links LSE with leaders' individual performance and their units' collective efficacy and performance. Research on LSE antecedents and Bandura's theoretical work on self-efficacy cues support propositions for selecting and developing leaders and creating a high LSE climate. Originality/value -The paper has value for both academics and practitioners by summarizing the current state of LSE research and building a bridge to its practical application for improving organizational leadership.

Traditional leader–member exchange (LMX) research typically measures quality of exchange from the subordinate's or member's perspective—LMX(m). In this research, we propose a new construct, LMX(l), which reflects a supervisor's or leader's perception of the value delivered by his or her subordinate in the exchange relationship. Together, LMX(m) and LMX(l) are expected to provide a more complete picture of dyadic exchange quality. Our results indicate relatively modest convergence between the 2 perspectives on LMX. Both LMX(m) and LMX(l) were found to relate to specific currencies of exchange provided by each dyad partner, and agreement between the 2 was negatively associated with the frequency of supervisor–employee conflict. Implications for LMX theory and future research are discussed.

Courses designed specifically to develop students' managerial skills began to emerge in the 1980s, in response to criticism of the theoretical and quantitative orientation of business school coursework. Since then, a number of management textbooks focusing on skills-based learning have been published, and many instructors have become acquainted with both the benefits and challenges of adopting these approaches in their classrooms. This article reviews the literature on teaching managerial skills, including its history, foundation in learning theory, course design issues, and unique challenges. The overall purpose is to provide a comprehensive guide for instructors interested in offering a managerial skills course for the first time or those seeking to refresh an existing one.