ABSTRACT
Self-confidence has long been accepted as an important factor for leader effectiveness (Conger & Kanungo, 1987; Khurana, 2002). Self-confidence affects individual performance, satisfaction, and overall leader effectiveness (Gist & Mitchell, 1992; Stajkovic & Luthans, 1998). Additionally, self-confidence is correlated with higher levels of motivation, as those who approach tasks with confidence tend to work harder and put forth high levels of energy (Benabou & Tirole, 2002; Hollenbeck & Hall, 2004). Individuals with solid self-confidence are likely to pursue ambitious goals and persist when confronted with adversity (Benabou & Tirole, 2002).
