Abstract
A model of the relationships between leader role-efficacy for initiating structure behavior, staff role-efficacy for team playing behavior, actual behavior, collective-efficacy, and team performance was tested. Participants (N = 268) were randomly assigned to newly formed teams (n = 59) that worked on a novel task under time constraints. The results showed that leader and staff behavior mediated the relationship between role-specific efficacy and collective-efficacy. In addition, high leader and staff role behavior, in combination, led to the highest collective-efficacy. Low staff role behavior neutralized the effect of high leader role behavior on collective-efficacy, and vice versa. The results also indicated that collective-efficacy mediated the leader role behavior-staff role behavior and team performance relationship.
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