Faculty Mentor(s)

Jonathan Bartling, PhD

Project Type

EdD Colloquium - ONU

Scholarship Domain(s)

Scholarship of Discovery

Presentation Type

Presentation

Abstract

Rapidly changing environments force organizations to adapt quickly to remain relevant. However, a given organization’s ability to adapt depends largely on its leaders’ ability to guide and direct their subordinates in the use of the organization’s resources. Research has identified self-directed professional development (SDPD) as a critical component of leaders’ ability to meet the challenges of adaptation, but notably absent from the literature are explorations of how leaders’ self-perception relates to the degree to which they engage in SDPD. The purpose of this quantitative study was to deepen current understandings of the interplay between self-perception and individual behavior in the organizational setting, specifically through administration of the Leader Efficacy Questionnaire and assessment of SDPD participation and attitudes of 120 organizational leaders with a view to exploring the relationship between leader self-efficacy and engagement in SDPD as well as any variables that could moderate such a relationship. Multiple regression analysis of participants’ responses produced the statistically significant finding that leader self-efficacy had no bearing on participation in SDPD activities, but that positive attitudes toward SDPD could predict high levels of leader self-efficacy. Highly efficacious leaders are thus more likely to believe in the value of lifelong learning, but self-reported participation in SDPD may fall outside the scope of individual behaviors that can predict perceptions of self-efficacy. Accordingly, the study’s findings call for further exploration of how leaders’ self-perceptions can be channeled for the benefit of their organization.

Permission type

Creative Commons Attribution 4.0 License
This work is licensed under a Creative Commons Attribution 4.0 License.

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Apr 6th, 8:30 AM Apr 6th, 8:50 AM

Leader Efficacy Perceptions and Engagement in Self-Directed Professional Development

Wisner Auditorium

Rapidly changing environments force organizations to adapt quickly to remain relevant. However, a given organization’s ability to adapt depends largely on its leaders’ ability to guide and direct their subordinates in the use of the organization’s resources. Research has identified self-directed professional development (SDPD) as a critical component of leaders’ ability to meet the challenges of adaptation, but notably absent from the literature are explorations of how leaders’ self-perception relates to the degree to which they engage in SDPD. The purpose of this quantitative study was to deepen current understandings of the interplay between self-perception and individual behavior in the organizational setting, specifically through administration of the Leader Efficacy Questionnaire and assessment of SDPD participation and attitudes of 120 organizational leaders with a view to exploring the relationship between leader self-efficacy and engagement in SDPD as well as any variables that could moderate such a relationship. Multiple regression analysis of participants’ responses produced the statistically significant finding that leader self-efficacy had no bearing on participation in SDPD activities, but that positive attitudes toward SDPD could predict high levels of leader self-efficacy. Highly efficacious leaders are thus more likely to believe in the value of lifelong learning, but self-reported participation in SDPD may fall outside the scope of individual behaviors that can predict perceptions of self-efficacy. Accordingly, the study’s findings call for further exploration of how leaders’ self-perceptions can be channeled for the benefit of their organization.