Expertise is an important, positive determinant of employees’ work identities. Previous research has shown that reciprocal expertise affirmation - i.e. the mutual recognition by team members that they respect, value, and affirm each other’s expertise - is positively related to team performance. However, in order to leverage positive identity processes for the effective functioning of work teams, it is important to examine all relevant levels of analysis. In this study we replicate earlier team level findings in a field setting, and extend them to the individual level of analysis using multi-source data from 86 organizational work teams. Moreover, we validate a measure in a separate sample of 155 employees from 27 teams. Our findings suggest that it is conceptually and empirically meaningful to distinguish between individual-level and team-level perceptions of expertise affirmation and that each has differential, additional implications for the performance of work teams and their individual members.