The power of teams: Do self-managing work teams influence managers' perceptions of potency? Page: 7
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beliefs about the team not necessarily shared by other team members, it falls short of achieving a
shared perspective. As previously noted, a shared perspective is an important ingredient toward
reaching the advanced stages of team development and optimizing the performance potential of
self-managing work teams (Druskat & Kayes, 1999). Subsequently, collective efficacy theories
may overlook certain social aspects of teams defined as self-managing. To help more thoroughly
understand the development and influence of self-managing work teams, a final attitudinal
construct, potency, will be explored.
Identified as a group-level attribute, Guzzo et al. (1993, p. 90) define potency as the
"shared belief in a group that it can be effective." Potency is similar to collective efficacy
because it is a belief internal to the team about how well the team can perform (Gully et al.,
2002; Lester et al., 2002). However, potency is considered an overall, collective belief in the
team's general ability to perform rather than an individual-level belief about a team's ability to
perform tasks (Hecht, Allen, Klammer, & Kelly, 2002; Lee, Tinsley, & Bobko, 2002; Sosik,
Avolio, & Kahai, 1997). It should therefore allow for a richer understanding of self-managing
work teams. Because a shared perspective is a crucial ingredient of both potency and self-
managing work teams, potency will be used to operationalize a team's internal attitudinal
A considerable body of research has shown potency to be a positive predictor of group
performance (Lee et al., 2002; Pearce, Gallagher, & Ensley, 2002; Sivasubramaniam, Murry,
Avolio, & Jung, 2002; Sosik et al., 1997). For example, Lee et al. compared the effects of
potency and efficacy on task performance and found potency to be a significant predictor of
performance while efficacy was unrelated. Additionally, Campion et al. (1993) revealed that
potency was the strongest predictor of 19 team characteristics on three effectiveness criteria
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Hass, Nicolette P. The power of teams: Do self-managing work teams influence managers' perceptions of potency?, thesis, December 2005; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc4961/m1/13/: accessed May 19, 2019), University of North Texas Libraries, Digital Library, https://digital.library.unt.edu; .