The Role of Outdoor Leadership Learning in Developing Entrepreneurial Self-Efficacy in Mid-Level Managers

Journal: International Journal of Economics, Management and Accounting

Publication: 2026-11-01

DOI: 10.47353/ijema.v4i2.315

Abstract

Changes in the business environment require mid-level managers to be able to take initiative, manage uncertainty, and develop innovative solutions. One competency development approach that has the potential to support these demands is outdoor leadership learning through real challenges, teamwork, situational decision-making, and structured reflection. This study aims to design a test of the influence of outdoor leadership learning on entrepreneurial self-efficacy in mid-level managers in Indonesian business organizations, by examining the role of task success experiences and learning reflection as possible mechanisms to bridge these relationships. The proposed approach is a quasi-experiment with measurement before, after, and follow-up of the program, accompanied by reflective journals and facilitator observations. Participants are targeted to be middle-level managers participating in leadership development programs; the final number of participants will be determined through statistical power analysis and actual recruitment. The literature shows that outdoor learning can support leadership competence, but overly challenging training can also lower self-efficacy. Therefore, this study proposes a learning mechanism that combines gradual challenges, feedback, psychological safety, and task transfer to work contexts. The expected contribution is a training evaluation model to develop managers' confidence in recognizing opportunities, mobilizing resources, and attempting entrepreneurial actions within the organization.