Self-efficacy and the gender-specific behaviors of women leaders

Perceptions regarding the gender-specific behaviors of female leaders have often prevented women from realizing their full leadership potential. This mixed-method study explored the relationship between self-efficacy and the ability of women to overcome gender-specific behaviors and become more effective leaders. The study was guided by two research questions: What are gender-specific behaviors of women leaders in the banking industry? What is the relationship between self-efficacy and the ability of women leaders to overcome gender-specific behaviors and become more effective leaders? Three hundred potential respondents were included in the quantitative (survey) portion of the study, and 10 participants were randomly selected from the group of qualified respondents to participate in the qualitative (interview) portion. The correlation of coefficient for the survey results (r = 0.9252) indicated that a strong relationship exists between self-efficacy and leadership. Findings from the interview portion of the study identified four main themes: a) the attributes necessary for effective leadership were not gender-specific, b) self-efficacy increased with knowledge and experience, c) strong self-efficacy beliefs helped participants overcome gender-specific behaviors, and d) overcoming gender-specific behaviors increased the leadership effectiveness of participants.