The power of teams: Do self-managing work teams influence managers' perceptions of potency? Page: 26
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Secondly, the dynamics between managers and self-managed work teams are such that
much of the time they have limited interaction. By definition, self-managed work teams are
designed to manage most aspects of their unit's activities. Consequently, the manager's ability to
accurately rate the team might be reduced. A team's internal dynamics may be apparent to the
team yet less externally visible to a manager who has limited interaction. Unless a team's
outward behavior is sharply adverse, a manager may have a difficult time differentiating pseudo
teams from potential teams, potential teams from real teams, etc.
Third, even though managers were unable to distinguish potency levels among teams at
different stages of development, the fact that managers rated most all teams high on potency
brings to light an interesting aspect of the influence of teams. For example, certain teams
functioning at less advanced stages of development may also have been comprised of members
with longer tenure. Managers may have been influenced to believe teams possessed more
expertise (thus expert power) than what was merited merely by the outward appearance of length
of time on the job. Additionally, teams with longer tenure may outwardly exude more confidence
not necessarily due to high performance but merely because members are more familiar with the
routines of the organization. Confidence is a factor that contributes to the desire to identify with
another person (Vecchio, 1997), which, in turn, gives rise to referent power (Raven, 1992). Thus,
the argument for unintentional influence due to the perceptions of expert and referent power is
The following limitations of this study are noted. First, because the results were obtained
using archival data, the nature of the data and the manner by which the study was originally
conceived might have been a force dictating the current findings. The design of the original study
was likely not structured to test the particular research questions presently posed.
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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/m1/32/: accessed May 21, 2019), University of North Texas Libraries, Digital Library, https://digital.library.unt.edu; .