The purposes of research were to investigate the structure of managerial self-efficacy(MSE)，and develop a reliable and valid MSE scale for Chines enterprise managers, as well as study the antecedents and consequences of MSE. For these purposes, some standard research methods, such as focus-group, semi-open questionnaire, and standard questionnaire etc., were employed. Regression analysis, GLM (general linear model), correlation analysis, exploratory factor analysis, confirmatory factor analysis and latent variable path analysis of SEM(structure equation model) were also used for data analysis. More than 600 Chinese enterprise managers were surveyed.
Main conclusions were drawn as following,
First，analyses of reliability and validity of the new instrument indicate that the MSE scale is a reliable and valid instrument composed of 6 factors: supervision self. efficacy, harmonizing self-efficacy, information handling self efficacy, planning self-efficacy, problem-solving self-efficacy and monitoring self-efficacy.
Second, MSE was positively correlated with manager's management effectiveness,management innovation, job satisfaction, job involvement and negatively correlated with manager's occupational stress. MSE wasn't found to have a moderation effects on the relationship between sources of stress and occupation stress. Although GSE(general self-efficacy) was found .to have a positive correlation with manager's management effectiveness, the correlation coefficient was lower than that of between MSE and management effectiveness. The result also revealed that MSE mediated the relationship between GSE and management effectiveness as well as job satisfaction.
Third, the results revealed that 6 factors of MSE weren't same important to managers in different positions. The patterns of MSE for these managers were different. In order to be competent, they should have high self-efficacy on some factors which are more important to them.
Finally, some antecedent variables, such as past work performance, feedback from upper leaders, training, sex, management position and types of organization etc., were found to have significant effects on MSE.