Applying Leadership Self-Efficacy Theory: Understanding the Innerworkings of Assessments by Creating Our Own

Abstract: This innovative practice paper explores a theoretical framework supporting leadership self-assessments — leadership self-efficacy theory. The paper describes the theory’s application in an exemplar self-assessment instrument and explains our approach to understanding the inner workings of assessments by creating and testing our own. Note: This paper resulted from an academic-industry collaboration with the Cox Institute’s Levin Leaders program, the Fanning Institute, and the Turknett Leadership Group.