ABSTRACT
This chapter describes situational determinants of self-efficacy and strategies that can be used by managers to develop the self-efficacy of employees. It addresses in detail the role of both personal and others experience, and critically the role of the organisational environment in which these experiences are gathered, for self-efficacy development. A fundamental accelerator of experience-based learning is reflection on the experience. Self-efficacy is particularly important in challenging situations that require resilient functioning. A substantive amount of research has looked at the relationship between transformational leadership style and subordinates levels of self-efficacy. The chapter explores two particularly important organisational facilitators of self-efficacy development through experience-based learning: leadership style and opportunity to reflect. It highlights the role management can play in the development of a psychologically safe climate in which people feel comfortable sharing their failures with others. Organisational learning literature has shown that organisations replicate routines, strategies and designs of other successful organisations.
