The Antecedents and Consequences of Group Potency: A Longitudinal Investigation of Newly Formed Work Groups

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Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, methodology): “Most of the empirical and conceptual work investigating the construct has focused on its relationship with performance, little being said about the factors promoting and the processes underlying team potency (Gibson & Earley, 2007; Lester et al., 2002).”
Linking Transformational Leadership and Team Performance: A Conflict Management Approach (2011, unknown): “We suspect that transformational leaders may boost potency by promoting a team’s cooperative approach to conflict that in turn fosters the belief among team members that they can persevere and overcome problems to perform effectively in the future (Campion et al., 1996; Lester et al., 2002; Wong and”
Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance (2014, background): “Prior work suggests that differences in tasks, formal leadership styles, functional expertise of members, prior performance, and prior expertise all influence team potency (de Jong et al., 2005; Guzzo et al., 1993; Lester et al., 2002).”
Getting Everyone on Board (2015, background): “Moreover, communication and cooperation serve a group maintenance function by coordinating collective efforts and facilitating the flow of information (Gladstein, 1984; Lester et al., 2002; Lovelace, Shapiro, & Weingart, 2001).”