Confidence at the group level of analysis: A longitudinal investigation of the relationship between potency and team effectiveness

By C. Pearce, C. A. Gallagher, Michael D. Ensley. 2002

87 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/de914fd1bf25a7fc9872b34c4b779c9e5e69503b

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A meta-analysis of team-efficacy, potency, and performance: interdependence and level of analysis as moderators of observed relationships. (2002, background): “*Riggs, M. L. (1989). Why success breeds success: A model describing the outcomes of perceived group success. Unpublished doctoral dissertation, Kansas State University. *Riggs, M. L., & Knight, P. A. (1994). The impact of perceived group success–failure on motivational beliefs and attitudes: A caus”
The importance of self‐ and shared leadership in team based knowledge work: A meso‐level model of leadership dynamics (2006, background): “Pearce et al. (2002) present evidence that potency and effectiveness are reciprocally and longitudinally related; however, they point out that more research is needed to clarify the relationship between potency and team effectiveness across organizations.”
The Personality Composition of Teams and Creativity: The Moderating Role of Team Creative Confidence (2008, background): “…issue would be for organizations to compose teams of individuals who have successfully (i.e., creatively) worked together in the past as such teams are likely to exhibit higher levels of team creative confidence (Lester, Meglino, & Korsgaard, 2002; Pearce et al., 2002; Prussia & Kinicki, 1996).”
A comparative study of new venture top management team composition, dynamics and performance between university-based and independent start-ups (2005, background): “Therefore, a team that is highly potent believes with great certainty that it can achieve the tasks in which it has been formed to accomplish ( Pearce et al., 2002). Numerous studies have found a direct linkage between team potency and performance ( Riggs and Knight, 1994). A study bySosik et al. (1”