[Attributional] factors serve as conveyors of efficacy information that influence performance largely through their intervening effects on self-percepts of efficacy

Convictions that outcomes are determined by one's own actions can be either demoralizing or heartening, depending on the level of self-judged efficacy. People who regard outcomes as personally determined, but who lack the requisite skills, would experience low self-efficacy and view the activities with a sense of futility

Perceived self-efficacy also shapes causal thinking. In seeking solutions to difficult problems, those who perceived themselves as highly efficacious are inclined to attribute their failures to insufficient effort, whereas those of comparable skills but lower perceived self-efficacy ascribe their failures to deficient ability

What people think, believe, and feel affects how they behave. The natural and extrinsic effects of their actions, in turn, partly determine their thought patterns and affective reactions.

The satisfactions people derive from what they do are determined to a large degree by their self-evaluative standards

Persons who have a strong sense of efficacy deploy their attention and effort to the demands of the situation and are spurred by obstacles to greater effort.

Misbeliefs in one's inefficacy may retard development of the very subskills upon which more complex performances depend