The Influential Role of Bandura’s Social Cognitive Theory on Leadership Behaviors and Decision-Making in Organizational Contexts

This article presents a systematic review of Bandura’s Social Cognitive Theory (SCT) and its influential role in shaping leadership behaviors and decision-making within organizational contexts. The review synthesizes current literature, emphasizing SCT’s core constructs reciprocal determinism, self-efficacy, observational learning, and outcome expectations as key mechanisms through which leaders learn, model, and adapt their actions in dynamic workplace environments. Using structured methodology, the analysis demonstrates that effective leaders foster ethical culture, resilience, and collaborative decision-making by leveraging personal belief systems and environmental feedback. Findings highlight the reciprocal relationship between individual cognition, social modeling, and organizational culture, showing that leadership practices are continuously refined through social learning processes. Overall, the article affirms the relevance of SCT, providing practical and theoretical guidance for cultivating adaptive, ethical, and effective leadership in contemporary settings.

Reciprocal Determinism, Self-efficacy, Observational Learning

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