Abstract

The present study examines the role of self-efficacy in mitigating learned helplessness and perceived powerlessness among exempt employees in Bangladesh. It argues that the self-efficacy of exempt employees could contribute to minimizing learned helplessness and perceived powerlessness in the workplace of Bangladesh. Using a standardized questionnaire, the research collected information from 577 such employees. The selection of respondents was contingent upon their willingness to take part and obtaining permission from their organization. Quantifying the variables of interest, the study utilized a research design with a focus on causal analysis. The strength of associations was estimated using a recursive model constructed within a structural equation modeling framework. The results suggest that employees who have strong self-efficacy are less likely to exhibit learned helplessness. Likewise, employees with strong self-efficacy feel less powerless. Their learned helplessness and perceived powerlessness are positively correlated. However, self-efficacy undermines the association between learned helplessness and perceived powerlessness. This research addresses the pressing need to explore employee psychological well-being in developing economies, where workplace stress, hierarchical structures, and limited autonomy often exacerbate feelings of helplessness and powerlessness. By bridging a critical gap in organizational literature, this study contributes to understanding how fostering self-efficacy can empower employees, enhance resilience, and improve organizational outcomes. The findings offer valuable insights for organizational leaders to cultivate supportive environments, particularly in underexplored contexts like Bangladesh.