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This study used measures of champion behavior, team potency, and external communication activities to predict the performance of new product development teams over a 1-year period. Forty-one product innovations in 13 organizations were studied involving 41 champions, 41 executives to whom the champions reported, and 187 team members. Results from a partial least squares analysis indicated that champion behavior was positively related to team potency and to external communication activities and predicted team performance. The relationship between champion behavior and team performance 1 year later was mediated by team potency and two external communication activities (i.e., task coordinator and scout). Implications, limitations, and directions for further research on champions and teams are discussed.

This study examined the pattern of the relationships between self-efficacy and performance in an experiment involving 148 students who worked on a manufacturing task over four trials. Task feedback and task experience, two variables that may influence the occurrence of efficacy-performance spirals, were also investigated. Results indicated strong support for a significant relationship between self-efficacy and performance over time. However, the pattern of changes in self-efficacy and performance from trial-to-trial contained self-corrections, suggesting that the efficacy-performance relationship does not necessarily proceed in a monotonic, deviation-amplifying spiral. Task feedback and task experience affected the occurrence of self-corrections in the pattern of changes in self-efficacy and performance over time. Implications are drawn about the dynamic nature of self-efficacy.

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