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In this study Bandura’s (1986) self-efficacy concept was extended to the leadership studies domain. The literature was reviewed to support the proposition that high leadership self-efficacy was a necessary, though not sufficient, factor contributing to leadership performance. Also, antecedents of leadership self-efficacy were identified based upon self-efficacy theory. Leadership self-efficacy was found to predict leadership behavior and distinguish leaders from non-leaders. Further, prior leadership experiences predicted leadership self-efficacy judgments. Finally, women reported significantly lower leadership self-efficacy than men. Implications for leadership education practices and future research are discussed.

In a non-equivalent control group design 280 student volunteers participated in a an examination of the impact of a leadership training on the development of leadership self-efficacy perceptions among trainees. The training was designed to present multiple exposures to four kinds of efficacy information Bandura (1997) proposes influences the self-efficacy estimate. One-half of the group completed a 15-week undergraduate leadership class while the other half completed various undergraduate psychology classes. Pre- and post-training measures were collected. The results showed the training group perceived having experienced more leadership related efficacy information than the control group. A test for main effects of training indicated no significant change in LSE. Those participants’ low in initial LSE showed a significant increase in post-training LSE. The greater plasticity of individuals low in LSE suggests the practical utility of leadership training on trainees’ LSE is influenced by their pre-training LSE.