THE INFLUENCE OF ATTITUDE AND TRANSFORMATIONAL LEADERSHIP STYLE TOWARDS HUMAN CAPITAL DEVELOPMENT: SELF-EFFICACY AS MODERATOR

Abstract

Literature review reveals research that combines attitude, leadership style, self-efficacy, and their relationship with human capital development in one framework has not been executed by previous researchers. Thus, this research examines the relationship of attitude, transformational leadership style and lecturers’ self-efficacy with human capital development. Attitude and transformational leadership style represent the independent variables, while human capital development be the dependent variable. The respondents are 247 lecturers from MARA Professional Colleges in Malaysia and data were collected via questionnaires. The research findings show that commitment, job satisfaction, individual judgment, and intellectual stimulation relate significantly with human capital development.  On the other hand, job involvement and leader as a model are insignificant to human capital development. This research also reveals that attitude has a significant relationship with human capital development when their relationship is mediated by self-efficacy. Self-efficacy also significantly mediates the relationship of transformational leadership style and human capital. Practically, these findings show that the human capital development programs must be given serious attention in any learning institution so that competitive, skilled, creative, and innovative human capital could be produced. These human capitals are hoped to face the organizational environment challenges bravely and enable the organizations to achieve its vision.