The Relationship of Leader Experience to Leadership Competencies: A Social-Cognitive Perspective

Previous research identifying the importance of social-cognitive constructs such as self-efficacy and locus of control (i.e., personal control) in a wide range of endeavors has indicated that successful leaders have these social-cognitive skills. However, a gap exists in the literature about the daily use of mental skills comprising self-regulatory coping mechanisms to prepare for the global working demands and consistent high performance necessary to become resilient and adaptable leaders. The purpose of this quantitative, correlational study was to determine whether there is a relationship between leader experience and the 4 competencies of self-beliefs, goals, self-evaluation, and self-regulation, commonly referred to as mental skills, based upon the social-cognitive theory (SCT). A convenience sample was recruited of 486 individuals representing military service members (n = 342) and business leaders or graduate students who have business experience (n = 144). The participants completed the Cognitive Behaviorial Assessment (CBA), which measures 10 mental skills categorized under the 4 competencies of the SCT. The general linear model was used to predict and model the relationship between military service and leader experience and their interaction with the overall CBA score and the 4 SCT constructs. The main effect of years of military service was statistically significant, except in the area of improvement and growth goals. Statistically significant gains in self-management skills occurred when the participants with low or high business leader experience had military service. This study enhances positive social change initiatives by examining the use of mental skills across a variety of leader experiences. This information will help to close the gap in knowledge of the skills and tools necessary for all leaders to be resilient and adaptable in a global business world.