The power of teams: Do self-managing work teams influence managers' perceptions of potency? Page: 27
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Second, as noted above, the questionnaire did not offer managers the opportunity to rate
their team's stage of development. Rather, stage of team development was evaluated by a self-
reported measure rated by the teams themselves. However, by allowing managers the
opportunity to independently categorize their team within a particular stage, a mental framework
is enabled thus facilitating a more defined context. Given a better-defined context, managers
might have been prompted to provide a more thorough assessment of genuine team behavior
rather than an across-the-board potency rating. Additionally, to reduce the risk of same-source
bias and increase the likelihood of an informed decision, the manager assessment should be
tailored to include questions about team behavior that can be directly observed.
The limitations noted above give rise to a discussion about the implications for future
research. First, because of the difficulties associated with the use of archival data, subsequent
investigations should strive to design studies that directly address the prospective research
question. The probability of a more precise and accurate set of findings is likely to increase.
Secondly, because managers did not have the opportunity to rate stage of team
development, and because they lacked information and a frame of reference with which to
properly assess potency, future research should ensure all participants have equal information in
order to optimize the accuracy of the results. Further, different methods to assess potency should
be utilized such as observational ratings and measures of team performance in order to present a
more complete representation of team behavior.
Finally, much of the assumptions of this study were based on the concept of unintentional
influence. Because virtually no research exists regarding this construct, the opportunities for
future research are ample. Factors such as identification, knowledge, admiration, and social
standing might be preconditions that lead to unintentional influence. A development of a
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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/m1/33/: accessed May 24, 2019), University of North Texas Libraries, Digital Library, https://digital.library.unt.edu; .