Team Potency and Its Impact on Performance via Self-efficacy and Adaptability
AUTOR(ES)
Monteiro, Rodrigo Bastos, Vieira, Valter Afonso
FONTE
BAR, Braz. Adm. Rev.
DATA DE PUBLICAÇÃO
2016-03
RESUMO
In sales, working together as a team for achieving individual performance is a relevant element. In this paper, we suggest a theoretical framework that analyzes the impact of team potency on subjective performance, according to two mechanisms: self-efficacy and adaptability. The hypotheses suggest that (a) team potency has a positive relationship with self-efficacy and adaptability; self-efficacy and adaptability impact performance (b) directly and (c) indirectly, through a mediating role; and (d) interpersonal climate quality moderates these associations. We did a national survey with 290 salespeople organized in 101 teams from a water purification company. We used multilevel analyses and results suggested that sales team potency has a main effect on self-efficacy and adaptability. Second, results showed that self-efficacy and adaptability explain subjective performance. Third, self-efficacy and adaptability mediate the association between team potency and individual performance. Fourth, we did not find support for a moderating role of interpersonal climate quality on team potency. Final remarks and future research are discussed in the paper.
Documentos Relacionados
- Self-efficacy beliefs and Chronic Pain Self-Efficacy Scale validation.
- The impact of urinary incontinence on self-efficacy and quality of life
- Changes in tactical performance and self-efficacy on young female basketball players
- IMPACT OF SELF-ESTEEM AND OF THE SOCIODEMOGRAPHIC FACTORS ON THE SELF-EFFICACY OF UDERGRADUATE NURSING STUDENTS
- Transformational leaders and work performance: the mediating roles of identification and self-efficacy