Self‐efficacy has been described as a malleable quality based on individual perceptions of ability in given situations and has repetitively been linked to performance gains and other positive organizational outcomes. Less research has addressed the processes that shape individual efficacy levels. This article explores the role of emotional intelligence and causal reasoning patterns in the development of self‐efficacy beliefs. A research model is forwarded along with associated propositions. Lastly, the implications, limitations, and future research directions of this research are discussed.
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Gundlach et al. (2003) studied this question.
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