The power of teams: Do self-managing work teams influence managers' perceptions of potency? Page: 15
The following text was automatically extracted from the image on this page using optical character recognition software:
above. As stage of development increases, the power of the team increases but it is unknown as
to what point power reaches a level that can result in a successful yet unintentional influence
attempt. What can be assumed is that teams within more advanced stages of development are
more likely to possess higher levels of social power than are teams in newly forming stages.
Because teams (a) are assumed to possess varying degrees of social power, (b) function at
various stages of team development, and (c) consist of differing levels of potency, managers'
perceptions are likely to be affected. Whether due to a lack of knowledge, confidence,
identification, or interpersonal interactions, managers may perceive a newly forming team as less
potent than a more established team. Lester et al.'s (2002) evaluation of potency variations on
groups with high and low levels of communication and cooperation revealed that groups at lower
levels experienced a significant decline in potency over time but groups with higher levels did
not. These findings can be applied to this study because higher levels of communication and
cooperation are associated with teams in the advanced stages of development, whereas lower
levels are associated with teams in earlier stages. In this sense, stage of team development should
differentially affect the way in which a manager perceives team potency. This idea leads to the
following research questions and hypotheses.
3. Is there a relationship between managers' perceptions of team potency and stage of
H3: Managers' ratings of team potency will be correlated with stage of team
development. Specifically, potency perceptions will increase as stage of team development
4. Do variations exist in managers' perceptions of team potency as a function of stage of
H4: Managers' ratings of team potency will differ depending on stage of team
Here’s what’s next.
This thesis can be searched. Note: Results may vary based on the legibility of text within the document.
Tools / Downloads
Get a copy of this page or view the extracted text.
Citing and Sharing
Basic information for referencing this web page. We also provide extended guidance on usage rights, references, copying or embedding.
Reference the current page of this Thesis.
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/m1/21/: accessed May 24, 2019), University of North Texas Libraries, Digital Library, https://digital.library.unt.edu; .