People who underestimate their capabilities also bear costs, although, as already noted, these are more likely to take self-limiting rather than aversive forms. By failing to cultivate personal potentialities and constricting their activities, such persons cut themselves off from many rewarding experiences. Should they attempt tasks having evaluative significance, they create internal obstacles to effective performance by approaching them with unnerving self-doubts

Self-belief does not necessarily ensure success, but self-disbelief assuredly spawns failure.

Ironically, it is the talented who have high aspirations, which are possible but exceedingly difficult to realize, who are especially vulnerable to self-dissatisfaction despite notable achievements.

Social cognitive theory rejects the dichotomous conception of self as agent and self as object. Acting on the environment and acting on oneself entail shifting the perspective of the same agent rather than reifying different selves regulating each other or transforming the self from agent to object

Perceived self-efficacy and beliefs about the locus of outcome causality must be distinguished

Perceived self-efficacy influences the types of causal attributions people make for their performances

People who believe they have the power to exercise some measure of control over their lives are healthier, more effective and more successful than those who lack faith in their ability to effect changes in their lives.