Role efficacy: A comprehensive study

Gopa Bhardwaj, Swati Sharma, Neeti B. Karnick


A case study in manufacturing giant attempts to capture how potential effectiveness of a role is psychologically
tuned along ten dimensions on which efficacy of an employee is defined. Further, how position, age and tenure of
employment interact with role efficacy. A combination of quantitative and qualitative approach is followed, where
n=28. Managers are seen as leaders and act like role models for the subordinates. Further, managers are high on
helping relationship. Both see an opportunity for personal growth in their role. Self- role integration is lesser in
managers than subordinates. Subordinates are found to be more reactive. Confrontation is greater for subordinates
than managers. Elders are strong on dimensions common to achievers and youngest seems to have politics. Longer
tenures exhibits more helping attitude and more confrontation than with smaller tenures. Thus, the dynamism
between position, age and tenure seems to have an effect on role-efficacy.


role efficacy, confrontation, leadership

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