Group Potency and Collective Efficacy
By D. Jung, John J. Sosik. 2003
122 citations recorded by the source corpus.
Subfields: Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/f36c2df9e4e450652ab830acb0c98d7d8c03d437
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Social Psychology
- P. Van den Bossche
- Michelle C. Bligh
- Kathryn M. Bartol
- Eva Kyndt
- Filip Dochy
- V. Sessa
- M. London
- C. Pearce
In Sociology and Political Science
- Eva Kyndt
- Kathryn M. Bartol
- Filip Dochy
- P. Van den Bossche
- Michelle C. Bligh
- V. Sessa
- M. London
- C. Pearce
Citations in the corpus
- An Exploratory Study of Group Development and Team Learning (2015, methodology): “Moreover, the construct is used in this study to explain the relationship between group development and team learning, since group potency is also a social state that evolves during group development (Jung & Sosik, 2003).”
- What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders (2009, unknown): “Group potency refers to group members' collective perceptions or shared belief about how efficacious and capable their group is (Jung & Sosik, 2003).”
- Group Feedback for Continuous Learning (2006, background): “…of the group’s repertoire of behaviors is group potency and group members’ collective efficacy, which refer to perceptions regarding group confidence or belief in its ability to accomplish goals (see Campion, Medsker, & Higgs, 1993; Guzzo, Yost, Campbell, & Shea, 1993; Jung & Sosik, 2003).”
- Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, And Performance (2006, methodology): “We measured team efficacy through aggregation of individual perceptions of team efficacy (Jung & Sosik, 2003).”
- The importance of self‐ and shared leadership in team based knowledge work: A meso‐level model of leadership dynamics (2006, background): “In addition, previous research suggests that shared perceptions of team potency develop over time, and substantial team interaction is required before team members develop homogeneous perceptions about the team (Jung and Sosik, 2003).”