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    The effects of occupational stereotypes of engineers on managerial self-efficacy
    (İstanbul Bilgi Üniversitesi, 2021) Bakkal, Bahar Hazal; Işık, İdil
    ABSTRACT: This study is a qualitative study that explores the effects of engineers' occupational stereotypes on their managerial self-efficacy. This qualitative study's main purpose is to understand how engineers’ managerial self-efficacy is affected by occupational stereotypes. Eleven participants who have engineering backgrounds were interviewed with semi-structured questions for this study. All the interviews were recorded with a voice recorder of the researcher’s phone, transcribed, and the data were analyzed using the Qualitative Content Analysis technique via MAXQDA 20. Five main themes derived from the qualitative content analysis, these central themes are: “Engineers Perception”, “Stereotypes Towards Engineers”, “Effects of Occupational Stereotypes”, “Managerial Self-Efficacy”, and “Managers with Engineering Backgrounds”. The results that have been found were parallel with the literature of stereotypes and efficacy. Results show that most participants agreed on engineers' occupational stereotypes (lack of interpersonal and social skills, high logical thinking, tedious and technical job). Participants also reported that managers with engineering backgrounds have poor relationships with subordinates, poor communication skills, and analysts. The results also showed that stereotypes have some overall effects, which participants reported that facilitation of self-development, engaging in counter-stereotypical behavior, disengaging, internalizing, and feeling of inadequacy. When the effects of stereotypes on managerial self-efficacy are highlighted, participants reported increasing their effort for a managerial role. However, the stereotypes decrease their self-esteem, engage in counter-stereotypical behaviors, decrease performance, and disengage from a managerial role. Even though participants reported that they feel competent for a managerial role, there are moderating factors in their managerial self-efficacy. For example, most participants reported that they rely on themselves, which eventually leads them not to be affected by the stereotypes. The other moderating factor is that the organization they are working at; in other words, if an engineer gets enough support and training from their organization, they will not be affected. Interviewed engineers mentioned that they feel incompetent in their communication, job delegation, saying “no” to others, and self-promotion skills; however, they feel competent in subordinate relationships for managerial roles. Engineers feel better in managerial role self-efficacy when observing managers whom they can take as role models. Additionally, they think that training can improve managerial skills.