The effects of person-job fit and transformational leadership on employees' self-efficacy perceptions

The purpose of this study is to determine the effect of person-job fit and transformational leadership on employees' self-efficacy perception. In the research model developed within the framework of person-environment fit theory and social exchange theory. The perception of person-job fit and transformational leadership plays as independent variables, while self-efficacy perception is the dependent variable. When literature examined, there are some researches on the effect of transformational leadership on self-efficacy perception. The original aspect of this research is the evaluation of the effect of both person-job fit and transformational leadership on employees' self-efficacy perception simultaneously. The research population is composed of those actively working in the service sector in Istanbul. The sample, determined via a convenient sampling method, consists of 217 employees, 164 white-collar and 53 blue-collar. The data was collected using a survey carried out between February-March 2019. Findings show that person-job fit and transformational leadership perceptions have a significant and positive effect on employees' self-efficacy perceptions. More clearly, the positive effect of person-job fit on employees' self-efficacy stronger than the transformational leadership perception. Managerial and further research directions, as well as limitations, are also provided. KEY WORDS: Person-Job Fit, Transformational Leadership, Self-Efficacy