新晋管理者领导自我效能感的形成机制分析

Analysis of the Formation Mechanism of Self Efficacy in New Managers’ Leadership

摘要

此研究重点聚焦于新晋管理者领导自我效能感的产生及增强，从社会认知理论、具身认知理论等心理学角度深入剖析角色认同冲突、经验泛化障碍等四个关键问题背后的心理运行机理，借助互联网企业双角色沙盘模拟以及制造业三维经验萃取等实际事例搭建起认知重构、经验结构化积累等四个层面的实践策略。经实证数据显示所设计的干预方案能使角色认同冲突得分下降，而经验迁移成功率会提高，该项研究为新晋管理者自我效能感提升提供既有理论深度又具有实践价值的解决办法，对组织开展人才培育工作有一定参考作用。

Abstract

This study focuses on the development and enhancement of leadership self-efficacy among new managers. It delves into the psychological mechanisms behind four key issues, including role identity conflict and experience generalization barriers, from the perspectives of social cognitive theory and embodied cognition theory. By using real-world examples such as a dual-role sandbox simulation in internet companies and three-dimensional experience extraction in manufacturing, the study proposes practical strategies at four levels: cognitive restructuring, experience structuring, and accumulation. Empirical data shows that the intervention plan designed can reduce role identity conflict scores and increase the success rate of experience transfer. This research provides a solution with both theoretical depth and practical value for enhancing the self-efficacy of new managers, offering valuable insights for talent development in organizations.

关键词

新晋管理者 / 领导自我效能感 / 心理学理论 / 认知重构 / 实践策略

Key words

new managers / leadership self-efficacy / psychological theory / cognitive reconstruction / practical strategies

参考文献

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[3] 文萍. 心理学理论与教育. 广西师范大学出版社, 1999.

[4] 刘风. “自我效能感及其在学习中的作用.” 青海民族大学学报(教育科学版) 6(2007): 76-79.