Team Potency Research Articles

Three Types of Turnover and Team Performance: Three Distinctive Psychological Mechanisms

This research reveals three distinctive mechanisms through which different forms of turnover have impacts on team performance. In addition to the distinction between voluntary and involuntary turnover, the authors argue that the effects of involuntary turnover can be better understood by further classifying it into performance- driven involuntary turnover and misconduct-driven involuntary turnover. Supportive of the authors’ hypotheses, the analyses of multi-source (team members, department head, archive records) and multi-wave (three waves) longitudinal data from 481 sales employees in 139 sales teams in a Korean company show that the three forms of turnover affect team performance through different mechanisms. Voluntary turnover has a negative effect on team performance via increased job demands and decreased team potency. Involuntary performance turnover has a positive effect on team performance via decreased job demands and increased team potency, whereas involuntary misconduct turnover has a positive effect via increased justice climate. The authors present implications for research and practice of their theory and empirical findings.

Humble Leader Behavior and its Effects on Performance in Teams

Based on social information processing theory, this study builds a multilevel model to explore the effects of humble leader behavior on performance in teams. Analysis of time-lagged and multisource data, gathered from 298 employees across 70 work teams demonstrates that at the individual level, humble leader behavior is positively related to performance via organization-based self-esteem (OBSE). Meanwhile, at the team level, humble leader behavior is positively related to performance via team potency. Moreover, team cognitive diversity moderates the indirect effects of humble leader behavior on both individual and team performance, such that the positive indirect effects are stronger for teams with higher cognitive diversity than for those with lower cognitive diversity. The current study’s results expand our understanding of the underlying mechanisms of humble leader behavior in organizations. Implications and limitations are also discussed.

Charismatic Leadership and Work Team Innovative Behavior: the Role of Team Task Interdependence and Team Potency

Although the importance of leadership for innovation processes has been acknowledged, the understanding of the relationships between leadership styles and levels of innovation in work teams is still limited. This study among team managers and team members of 133 Spanish bank branches (i.e., work teams) investigated whether the influence of charismatic leadership on work team innovative behavior comes about via team potency, and whether the relationship between charismatic leadership and team potency is moderated by the level of task interdependence within the team. Data were collected at three different time points. Results of structural equation modeling showed that only at high levels of task interdependence, team managers’ charismatic leadership at time 1 was significantly positively related to an increase in team potency at time 2, which in turn was positively related to manager ratings of their work teams’ innovative behavior at time 3. This means that only at high levels of task interdependence, charismatic leadership had a significant indirect effect on team innovative behavior via team potency. Thus, our study sheds light on the boundary conditions of this effect.

How does shared leadership affect creativity in teams? A multilevel motivational investigation in the Chinese context

Research on leadership and creativity has primarily focused on hierarchical leadership. Based on social cognitive theory, this research sheds light on whether and how shared leadership influences creativity at different levels through a multilevel motivational mechanism. We propose that shared leadership not only motivates team potency and thus inspires team creativity at the team level, but also facilitates individual creativity through individual competence across levels. In addition, team potency promotes individual competence and fuels individual creativity across levels. Thus, team potency and individual competence play a chain-mediating role in linking shared leadership to individual creativity. The proposed model has been tested using two independent samples (Study 1 with 73 employees and Study 2 with 501 employees from 84 teams) in the Chinese context. Results from Study 1 provide preliminary support for the influence of perceived shared leadership on creativity at the individual level, whereas results from Study 2 support the proposed multilevel motivational mechanism between shared leadership and creativity at both team and individual levels. Findings offer theoretical implications for shared leadership and creativity research and provide managerial implications, especially for paternalistic societies like China, in which respect for social hierarchy remains a prevalent cultural norm.

Too much of a good thing: Examining the curvilinear relationship between team‐level proactive personality and team performance

AbstractResearch has largely shown a positive linear relationship between proactive personality and job performance at the individual level. However, it remains unknown whether the same relationship holds at the team level. In this research, we propose and test a curvilinear relationship between team mean level of proactive personality and team performance. We also examine team potency and team cohesion as the explanatory mechanisms and the dispersion of proactive personality as a boundary condition for the relationship. We conducted two studies to test these ideas. In Study 1, we collected data from 93 teams in four companies from different industries. In Study 2, we collected data from 101 nursing teams in three hospitals. We found a curvilinear relationship between team mean level of proactive personality and team performance in Study 1 and replicated it in Study 2. We further demonstrated in Study 2 the moderating role of dispersion of proactive personality and the mediating role of team potency and team cohesion, respectively, in this curvilinear relationship. The positive trend of the curvilinear relationship is strengthened (weakened) when the dispersion of proactive personality is high (low). The negative trend is mitigated under high dispersion of proactive personality but is not significant under low dispersion of proactive personality. Practically, managers must be aware that team mean level of proactive personality benefits team performance only up to a certain point.

The non‐linear influence of the frequency of interactions between team managers and team members on positive team mood: a moderated model

Based on contradictory arguments about whether the frequency of the interactions between team managers and the teams they manage is positive or negative for teams, we hypothesize a curvilinear relationship. Focusing on positive team mood and based on the leadership literature and the conservation of resources theory, we hypothesize an inverted‐U‐shaped relationship. In addition, adding arguments from the substitutes for leadership theory, we propose that this curvilinear relationship is moderated by team potency and tenure. Hypotheses were tested using panel data collected in a sample of 55 work teams by means of hierarchical non‐lineal regression. Results show that, as expected, the relationship between the frequency of the interactions and positive team mood was curvilinear and moderated by team potency and team tenure. As expected, the curve became increasingly convex downward as team tenure increased. However, for team potency, the results were contrary to what was expected. The results have important implications for planning the frequency of managers’ interactions with their teams, and they indicate the importance of considering team tenure and potency as contextual moderators.Practitioner points Our study shows that the frequency with which team managers interact with team members to discuss work, organizational, and team functioning issues is a relevant predictor of positive team mood. More frequent interactions do not always foster positive team mood. Average interaction levels, as perceived by team members, are more effective than low or high levels. Managers should adapt the frequency of the interactions to the characteristics of the teams managed, particularly their tenure and potency.

Personality configurations in teams: a comparison of compilation and composition models

PurposeThe purpose of this study is to examine the facilitating and inhibiting influence of team-level negative affectivity and conscientiousness on a dyad of emergent states, adopting and comparing both the composition and compilation perspectives.Design/methodology/approachData were collected over three time points from 410 undergraduate students nested within cross-functional project teams (N= 62). The data, including individual self-reports and judges’ ratings of team performance, were aggregated to the team-level using both composition (mean) and compilation (skewness) approaches.FindingsThe findings indicate that mean-levels of negative affectivity were associated with decreased psychological safety. The use of skewed conscientiousness counterintuitively suggests too many highly conscientious members can also be detrimental to psychological safety. Psychological safety influences team potency and ultimately performance.Originality/valueThe results of this study highlight that the aggregation approach used is important. For example, the use of skewed (but not mean-level) conscientiousness brought an undetected and counterintuitive relationship to light. Future research should use compilation approaches in addition to composition approaches.

Correction to: Charismatic Leadership and Work Team Innovative Behavior: the Role of Team Task Interdependence and Team Potency

The original version of this article unfortunately contained a mistake. The captions of Fig. 1 and Fig. 2 were exchanged. The correct captions are shown below.

Predictive Factors of Task Interdependence in the University Context

The aim of this research is to find out what type of task interdependence is generated in work teams in university contexts and to analyze the capacity to discriminate the type of task interdependence of some of the variables that are decisive for the team’s success. The sample consisted of 808 teaching students from six Spanish universities. Self-report measures were taken, such as task interdependence, attitudes towards teamwork, team potency, and social team skills. The results show that the students who carry out the tasks in teams with high interdependence are minority. However, those who work with high interdependence, present more positive attitudes towards teamwork, greater team potency, and more social skills in receiving information and self-assertion. Likewise, high interdependence would be characterized by high scores in both the attitudes and team potency. However, attitude is the variable that better discriminates the type of task interdependence, allowing for an excellent level of discrimination of high interdependence.

Associations Between Self-Determined Motivation, Team Potency, and Self-Talk in Team Sports.

The current study aimed to evaluate the determinant factors of athletes´ internal positive self-talk that might lead to decreased anxiety and increased performance. The sample consisted of 191 male and female athletes ranging in age from 14 to 35 years old. They played soccer, volleyball and basketball and they were cadets (43%), juniors (29.6 %) and adults (27.4%). Results showed that satisfaction of the basic psychological needs was the strongest predictor of positive self-talk or positive thoughts during competition. Specifically, perception of autonomy was the strongest predictor, because it positively predicted concentration, control of anxiety and instructions, followed by perception of competence, which positively predicted confidence. Finally, team sports coaches should promote perception of autonomy and competence in their athletes, with the aim of enhancing more positive self-talk in competition, which may promote a better performance.

How dynamics in perceptual shared cognition and team potency predict team performance

In a longitudinal field study of 37 professional project teams over almost 2 years, we investigated the dynamic relationship between perceptual shared cognition and team potency in predicting team performance. Our main results show that initial levels and change in perceptual shared cognition explain team performance outcomes through initial levels and change in team potency, respectively. Thereby, our findings confirmed that initial levels and change in team potency operated as an explanatory mechanism for the relationship between shared cognition and team performance. Interestingly, shared cognition change shows larger benefits on team performance outcomes than initial levels. In addition, we show differential relationships of task‐ and time‐related shared cognition with the quality and timeliness criteria of team performance. Whereas shared task cognition predicts team performance in terms of both output quality and timeliness, shared temporal cognition predicts timeliness only. Altogether, this research suggests the unique theoretical value of change in perceptual shared cognition in explaining team performance and of affective‐motivational team states as an alternative explanatory mechanism for the impact of shared cognition on team effectiveness.Practitioner pointsTeam members’ perceptions of being on the same page about their collaborative task and its temporal elements boost their confidence in the team's capabilities, thereby improving team performance.Team members’ perceived agreement about the ‘what’ of their collaborative task is conducive to both project quality and timeliness. Their perceived agreement on the ‘when’ of task accomplishment further facilitates a timely project completion.Team members’ cognitive consensus about the task and its temporal elements are subject to change, so is their confidence in the team's capabilities. Initial disagreements do not necessarily warrant eventual detriments, but performance excellence does require that cognitive consensus is being maintained and improved throughout the project.

When the team potency needs self-efficacy and adaptive selling

Objetivo: Sugerimos que o efeito da potência do time no desempenho não é somente direto, mas também mediado pelos mecanismos de autoeficácia e venda adaptativa. A Teoria Social Cognitiva explica essa mediação em série, pois o indivíduo que possui crenças nas suas habilidades de vendas (autoeficácia), molda seu comportamento congruente ao do cliente (venda adaptativa). Como consequência, os resultados de vendas são melhores.Método: Foram coletados dados com funcionários da linha de frente do segmento bancário, que, por meio de análises multivariadas, confirmam as expectativas dos autores, para o desempenho individual e do time.Originalidade/Relevância: A Teoria da Efetividade do Time tem mostrado que a potência do time aumenta positivamente o desempenho individual, contudo pouco se sabe sobre sua influência no desempenho do grupo. Em complemento, ainda é necessário compreender o poder explicativo do efeito da potência no desempenho.Resultados: A potência influencia o desempenho tanto individual quanto do time por meio da autoeficácia e da venda adaptativa.Contribuições teóricas/metodológicas: Este trabalho apresenta um avanço na literatura ao relacionar construtos do time com elementos individuais para a obtenção de desempenho individual e do time. Em complemento, contribui com a Teoria Social Cognitiva e com a Teoria da Efetividade do Time, ao elevar o poder de explicação da potência do time na determinação do desempenho de vendas.

Organizational Design and Organizational Learning: The Moderating Role of Innovative Behavior and Team Psychological Empowerment in the Case of an International Sustainable Mobility Provider

We have investigated how organizational design facilitates organizational learning in the age of digital economy at exploring the cross-level interplay. In this inductive case study of a sustainable mobility provider, we conducted a three-level coding procedure. We found evidence for two moderators — innovative behavior at the individual level and team psychological empowerment at the team level — to propose the conceptual model of their interplay with regard to predicting organizational learning. Based on these findings, we developed a conceptual model of the cross-level interplay between organizational design and the moderating role of innovative behavior and team psychological empowerment in stimulating organizational learning. Specifically, we found support for three facets of innovative behavior — idea generation, idea promotion, and idea implementation at the individual level. In addition, we identified four facets of team psychological empowerment at the team-level — team potency, team meaningfulness, team autonomy, and team impact — which act as moderating mechanisms in predicting organizational learning.

The Double-Edged Sword Effect of Team Proactive Personality on Team Performance

While research on positive effects of individual level proactive personality has proliferated, researchers still have limited understanding of how proactive personality functions at team level. This paper proposes a curvilinear relationship between team level proactive personality and team performance, and considers team cohesion and team potency as two mediators and team political skill as a contingent factor. Analyses of two field studies using independent samples (teams from various industries for Study 1 and nursing teams from hospitals for Study 2) revealed that team proactive personality has an inverted-U shaped relationship with team performance through team cohesion and team potency, respectively; this curvilinear mediated relationship was moderated by team political skill, such that high team political skill mitigated the negative (downward) trend of the curvilinear relationship, while low team political skill exacerbated such negative trend. We conclude with discussing the implications.

Humble and Narcissistic Leadership in Team Potency and Creativity: A Tale of Two Styles

We propose an integrated model to explicate how humble and narcissistic leadership influence team creativity differently through team potency. Building on paradox theory and extant research, we fur...

Measuring Responsibility and Cooperation in Learning Teams in the University Setting: Validation of a Questionnaire.

Cooperative learning are being used increasingly in the university classroom, in order to promote teamwork among students, improve performance and develop interpersonal competences. Responsibility and cooperation are two fundamental pillars of cooperative learning. Team members’ responsibility is a necessary condition for the team’s success in the assigned tasks. Students must be aware that they depend on each other and should make their maximum effort. On the other hand, in efficient groups, the members cooperate and pool their efforts to achieve the proposed goals. In this research, we propose to create a Questionnaire of Group Responsibility and Cooperation in Learning Teams (CRCG). Participants in this work were 375 students from the Faculty of Teacher Training of the University of Extremadura (Spain). The CRCG has very acceptable psychometric characteristics, good internal consistency, and temporal reliability. Moreover, structural equation analysis allowed us to verify that the latent variables in the two factors found are well defined and, therefore, their assessment is adequate. Besides, we found high significant correlations between the Learning Team Potency Questionnaire (CPEA) and the total score and the factors of the CRCG. This tool will evaluate cooperative skills and offer faculty information in order to prepare students for teamwork and conflict resolution.

Integrated model of teamwork for team effectiveness analysis: an empirical study

This paper utilises an empirically validated team model to evaluate a real organisation's team effectiveness and efficiency issues. It provides recommendations to improve these deficiencies. The integrated model of teamwork (IMT) is used to evaluate performance effectiveness of a Navy Missile Requirements Engineering (NMRE) team in the USA. While the team performs at a satisfactory level, they face obstacles involving structure, member knowledge, skills, and abilities (KSAs); communication; conflict resolution; coordination and collaboration; member motivation; member training; team cohesion and potency; and team learning. Finally, the IMT model led to recommendation development. An implementation plan was developed for the organisational level. The NMRE team should utilise it to resolve key problems identified in the team.

Relación de los estilos de liderazgo, cohesión grupal, potencia de equipo y rendimiento en jugadores de fútbol no profesionales

El objetivo del presente trabajo fue analizar las relaciones entre tipos de
 liderazgo (tarea y social), cohesión, potencia de equipo y rendimiento
 en 334 futbolistas federados de las categorías Alevín, Cadete, Juvenil y
 Absoluta, con una edad media de 15.97 (DE = 3.31). Los cuestionarios
 utilizados fueron de Liderazgo auténtico (ALQ), tarea (LSS), Cohesión
 grupal (CG), Potencia de equipo (CPEA) y rendimiento, que mostraron
 índices de ajuste óptimos (χ2/DF = 1.313 p = 0; CFI = 0.997; TLI =
 0.994; RMSEA = 0.032; SRMS = 0.0343). Los resultados indican que
 el estilo de liderazgo, especialmente liderazgo tarea (p = 0.37) influye
 indirectamente en el rendimiento a través de la CG (p = 0.17) y CPE (p
 = 0.21). Como conclusión, se propone la mejora del rendimiento grupal
 a partir de la optimización de modelos de conducta individuales.

ONE BIG HAPPY ENGINEERING FAMILY? THE INFLUENCE OF PSYCHOLOGICAL CONTRACTS ON TEAM OUTCOMES AND THE MEDIATING ROLE OF PERSON-TEAM FIT

Teamwork is frequently used to tackle complex and demanding tasks in organizational and educational settings. While teamwork may offer substantial benefits, the challenges of working effectively in teams are considerable. This study examines the roles of psychological contract breach and person-team fit in relation to teams’ effectiveness. Twelve teams of electrical and computer engineering students were surveyed at three time points to assess their perceptions of personteam fit and psychological contract breach.Results of a longitudinal mediation model supported our hypotheses that team level psychological contract breach would result in decreased supplementary fit and increased complementary fit. Regarding team outcomes, we found that perceptions of supplementary fit increased team member peer feedback ratings, while perceptions of complementary fit increased team potency. Follow-up analyses revealed that psychological safety was positively related to psychological contract breach. Implications for practice are discussed.

Two roads to effectiveness: CEO feedback seeking, vision articulation, and firm performance

SummaryHumble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.