Team Potency and Its Impact on Performance via Self-efficacy and Adaptability
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.
| Main Authors: | , |
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| Format: | Digital revista |
| Language: | English |
| Published: |
ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração
2016
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| Online Access: | http://old.scielo.br/scielo.php?script=sci_arttext&pid=S1807-76922016000100007 |
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