Article

Collective Efficacy Beliefs, Organizational Excellence, and Leadership

Roger D. Goddard and Serena J. Salloum

in The Oxford Handbook of Positive Organizational Scholarship

Published in print August 2011 | ISBN: 9780199734610
Published online November 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199734610.013.0048

Series: Oxford Library of Psychology

 Collective Efficacy Beliefs, Organizational Excellence, and Leadership

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Those interested in positive organizational scholarship (POS) seek ways to understand how humans and organizations reach extraordinary levels of performance. This chapter explains the unique role of collective efficacy beliefs in fostering such positive deviance in organizations. A robust literature demonstrates that collective beliefs enable excellence in a variety of sectors. This analysis synthesizes existing research to discuss how collective efficacy is considered across various disciplines. Collective efficacy—a group’s belief in its capabilities to organize and execute courses of action required to reach a specific goal—is understood to be an important organizational property because the strength of social institutions depends in part on communal ability and willingness to solve problems (Bandura, 1997 ). Understanding the choices that individuals and groups make in pursuit of organizational goals is a key need for POS. Our purpose is to advance awareness of collective efficacy as a facet of POS by examining the connections among collective efficacy, organizational excellence, and leadership.

Keywords: Key words:; Collective efficacy beliefs; leadership; organizational performance; self-efficacy; social cognitive theory

Article.  6125 words. 

Subjects: Psychology ; Organizational Psychology ; Social Psychology

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