Leader Self-Efficacy of Women Intercollegiate Athletic Administrators: A Look at Barriers and Developmental Antecedents

Abstract

We tested a range of facilitating and inhibiting antecedents of leader self-efficacy on a large sample of 692 women intercollegiate athletic administrators in National Collegiate Athletic Association registered institutions. Drawing from social cogni­ tive theory (Bandura, 1997), we examined developmental challenges, peer and supervisor feedback and support, family-work conflict, and perceived gender discrimination as antecedents of leader self-efficacy. We also examined mediating roles of leader self-efficacy in career ascendance. Structural equation modeling results show that developmental challenges were indirectly related to career ascendance, as mediated through leader self-efficacy. Developmental challenges, peer and supervisor feedback, and support were positively related to leader self-efficacy, whereas family-work conflict was negatively related to leader self-efficacy. Perceived gender discrimination was not related to leader self-efficacy. These findings identify potential levers through which intercollegiate athletic institutions may support women leaders' career advancement.