Leadership Self-Efficacy: Measuring the Effects of Leadership Training atSquadron Officer School

摘要

This study used a measure of change in perceived self-efficacy as a method forevaluating the effectiveness of the leadership training conducted at the Air Force's Squadron Officer School (SOS), Maxwell Air Force Base, Alabama. A self-assessment survey was developed to measure the change in perceived self-efficacy related to leadership behaviors of the students when they compare themselves to their idea of an ideal leader/manager. Dr. Gary A Yukl's (1989) taxonomy of leadership skills was used as the leadership model in the development of the survey instrument. A statistical analysis was done to determine which of Yukl's skills showed the greatest amount of change as a result of attending SOS. Results indicate SOS had a positive impact on students in eight of eleven skills defined by Yukl's (1989) taxonomy. When the eleven skills were condensed into four broad categories described by Yukl (1989), there was significant improvement in three; giving and seeking information, making decisions, and influencing people. Building relationships, did not show a statistically significant improvement. Regrouping the skills to coincide with Henry Mintzberg's (1980) ten managerial roles, the leader role showed significant improvement, while the managerial roles exhibited an insignificant change.