Leaders in times of transition: Virtual self-efficacy, participant behaviors, and leader perceptions of adaptive interpersonal group processes.

Abstract

Highlights and Implications• Due to the COVID-19 pandemic, many leaders abruptly transitioned their groups to virtual settings. Our study explored the perceptions of experienced group leaders who led synchronous video groups for the first time.• Conforming to Bandura's social-cognitive theory, leaders who believed in their ability to attain desired group goals in virtual environments perceived more adaptive interpersonal group processes.• Leaders' virtual self-efficacy was related negatively to undermining of group boundaries and positively to emotional expressiveness of group members.• Undermining of boundaries was negatively related, while emotional expressiveness was positively related to adaptive interpersonal group processes.• Findings suggest direct and indirect associations between leader selfefficacy and adaptive interpersonal group processes via participants' behaviors.• Study results highlight the importance and potential value of cultivating leaders' self-efficacy in the context of sudden transitions and virtual group facilitation.