The Effect of Self-Efficacy on the Relationship between Employees’ Self-Leadership Strategies and Building a Learning Organization

The purpose of this study is to investigate the effect of employees’ self-leadership strategies on building a learning organization and the mediating effect of self-efficacy on the relationship between self-leadership and learning organization. The results, based on a regression analysis of 211 employees, revealed that employees’ self-leadership strategies had a positive effect on building a learning organization and self-efficacy partially mediated the relationship between self-leadership and learning organization. The findings highlight the fact that consideration of self-leadership ability and self-efficacy is a promising addition to building a learning organization and organizational development. Human resource development and organization development specialists can support self-leadership and self-efficacy in employees’ performance levels by introducing the relevant practices.