We examined the antecedents, consequences, and mediational role of team empowerment using 111 work teams in four organizations. The results indicated that the actions of external leaders, the production/service responsibilities given to teams, team-based human resources policies, and the social structure of teams all worked to enhance employee team empowerment experiences. More empowered teams were also more productive and proactive than less empowered teams and had higher levels of customer service, job satisfaction, and organizational and team commitment.

A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams. Specifically, leader-member exchange related to individual performance partially through individual empowerment; leadership climate related to team performance partially through team empowerment; team empowerment moderated the relationship between individual empowerment and performance; and individual performance was positively related to team performance. Contributions to team leadership theory, research, and practices are discussed.

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We investigated the relationship between team empowerment and virtual team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service virtual teams in a high-technology organization. Team empowerment was positively related to two independent assessments of virtual team performanceprocess improvement and customer satisfaction. Further, the number of face-to-face meetings moderated the relationship between team empowerment and process improvement: team empowerment was a stronger predictor for teams that met face-toface less, rather than more, frequently.Advances in communication and information technology have created new opportunities for organizations to build and manage virtual teams. Virtual teams are defined as groups of employees with unique skills, situated in distant locations, whose members must collaborate using technology across space and time to accomplish important organizational tasks (Lipnack & Stamps, 2000). While virtual teams play an important role in industry worldwide, most of the knowledge about them derives from practitioner articles (

Alternative training methods on self-efficacy and mastery of a computer software program were compared in the context of a field experiment involving 108 university managers. A behavioral modeling approach relative to a tutorial approach yielded higher self-efficacy scores and higher performance on an objective measure of computer software mastery. Participants scoring high in selfefficacy performed significantly better than participants with low computer self-efficacy scores. Participants low in self-efficacy reported greater confidence in their ability to master the software training in the modeling compared with the tutorial conditions. Participants in the modeling training reported more effective cognitive working styles, more ease with the task, more satisfaction with training, and less frustration compared with participants in tutorial training. Implications for training interventions are discussed.We would like to thank M. Susan Taylor and three anonymous reviewers for their helpful comments on a draft of this article.