Exploring the impact of professional development and professional practice on school leaders’ self-efficacy: a quasi-experimental study

Πετρίδου, Αλεξάνδρα; Nicolaidou, Maria; Karagiorgi, Yiasemina

doi:10.1080/09243453.2016.1236734

Cited by 19 publications

(21 citation statements)

References 50 publications

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“…Hence this association needs to be investigated further. Self‐efficacy was also positively related to maintenance of skills, which supports previous research in this area (e.g., Chen, Gully, & Eden, ; Petridou, Nicolaidou, & Karagiorgi, ; Schwoerer et al, ).…”

Section: Discussionsupporting

confidence: 86%

“…Hence this association needs to be investigated further. Self-efficacy was also positively related to maintenance of skills, which supports previous research in this area (e.g., Chen, Gully, & Eden, 2001;Petridou, Nicolaidou, & Karagiorgi, 2017;Schwoerer et al, 2005). This is the first study to examine emotional intelligence (EI) with multiple individual and organizational factors in terms of its relationship with perceptions of transfer-generalization/maintenance of managerial-leadership skills (H3).…”

Section: Discussionsupporting

confidence: 83%

“…GSE is a relatively stable, trait-like, generalized competence characteristic (Schwoerer et al, 2005). It impacts motivation by influencing perseverance in addressing and overcoming barriers to achieve skill mastery (Petridou, Nicolaidou, & Karagiorgi, 2017).…”

Section: Individual Factors That Influence Training Transfermentioning

confidence: 99%

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Factors that Influence the Transfer Generalization and Maintenance of Managerial‐Leadership Skills: A Retrospective Study

Vandergoot¹,

Sarris²,

Kirby³

2019

Perf Improvement Qrtly

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Leadership and management skills are important for organizational performance. Organizations spend millions of dollars to train their staff in these skills, yet training is reported as being mostly ineffective and providing minimal return on investment. This exploratory study employed a retrospective design to examine the factors affecting transfer generalization and maintenance of managerial‐leadership skills from a 12‐month training program. Results showed that individual (e.g., motivation) and organizational factors (e.g., opportunity‐to‐use and perceived‐support) accounted for approximately 52% of the variance in relation to transfer generalization. Further, individual (e.g., self‐efficacy and motivation‐to‐transfer) and organizational factors (e.g., perceived support and barriers to transfer) accounted for approximately 41% of the variance regarding transfer maintenance. This research may assist organizational‐development units to optimize their training outcomes by attending to individual and organizational factors that may enhance both transfer generalization and maintenance of new managerial‐leadership skills.

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Section: Discussionsupporting

confidence: 86%

Section: Discussionsupporting

confidence: 83%

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Factors that Influence the Transfer Generalization and Maintenance of Managerial‐Leadership Skills: A Retrospective Study

Vandergoot¹,

Sarris²,

Kirby³

2019

Perf Improvement Qrtly

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“…The study indicates that developmental efficacy scores forecasts the scores for leadership development (β = .449, t(286) = 8.933, p < .001). Similar findings were revealed in Wigelsworth et al's (2017) study, also comparable studies have yielded similar results, Petridou et al (2017) established that self-efficacy was a significant predictor of performance, while Glowacki-Dudka, Murray, Gray and Johnson (2016) argued that self-efficacy greatly impacts one's development. Moreover, Phan (2012) revealed that self-efficacy significantly affects academic achievement.…”

Section: Discussionsupporting

confidence: 80%

“…The results indicate that respondents with low developmental efficacy scores also have low leadership development scores and vice versa. Further, the results reveal the significance of developmental efficacy in boosting leadership capacity (Petridou, Nicolaidou and Karagiorgi, 2017).…”

Section: Discussionmentioning

confidence: 85%

Effect of developmental efficacy on leadership development

Mango

Koshal²,

Ouma³

2019

IJRBS

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The study investigates the effect of developmental efficacy (one of the elements of leader developmental readiness) on leadership development. The study was conducted among MBA students within private universities in Kenya. Data was collected through a validated instrument and correlation, one-way ANOVA, and regression analyses were performed. The results revealed that developmental efficacy significantly affects leadership development, F(1,286) = 79.803, p < 001, also developmental potency accounts for 21.8 percent of the variations in leadership development. The study implies that leadership developers ought to help leadership learners to gain higher developmental efficacy before or during the developmental program, for them to benefit fully from the leadership developmental interventions.

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Individual and Organizational Factors that Influence Transfer Generalization and Maintenance of Managerial‐Leadership Programs

Vandergoot¹,

Sarris²,

Kirby³

et al. 2020

Perf Improvement Qrtly

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Exploring the impact of professional development and professional practice on school leaders’ self-efficacy: a quasi-experimental study

Cited by 19 publications

References 50 publications

Factors that Influence the Transfer Generalization and Maintenance of Managerial‐Leadership Skills: A Retrospective Study

Factors that Influence the Transfer Generalization and Maintenance of Managerial‐Leadership Skills: A Retrospective Study

Effect of developmental efficacy on leadership development

Individual and Organizational Factors that Influence Transfer Generalization and Maintenance of Managerial‐Leadership Programs

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