Reflective positivity – a new antecedent of leader self-efficacy underpinning leader emergence

Purpose The purpose of this research was to investigate the influence of subjective interpretation of experience on a leader’s Leader Self-Efficacy (LSE), to explore any additional LSE antecedents to the four identified by Bandura (1997), namely, mastery of experience, vicarious learning, verbal persuasion, and physiological arousal. Design/methodology/approach Research applying a Constructivist Grounded Theory methodology was conducted with 116 leaders from a global technology company. Findings The findings revealed that participants high in LSE engaged in a very specific, complex process of reflection, termed “Reflective Positivity”. This finding represents a new antecedent for LSE, underscoring the critical role of intrapersonal processes in leader self-belief and emergence. Research limitations/implications In line with a CGT approach, this study does not purport to generalise to other populations but rather to LSE theory. Originality/value Reflective Positivity, as an antecedent of LSE, highlights that it is not just the pivotal moments of doing something well (enactive mastery) that impact leader self-belief. Rather, it is the reflective lens individuals apply to these experiences. The study contributes fresh insights for leadership development and suggests a range of practical applications of the Reflective Positivity process, in support of leader emergence within organisations.