A Longitudinal Examination of the Comparative Criterion-Related Validity of Additive and Referent-Shift Consensus Operationalizations of Team Efficacy

Abstract

Using a longitudinal design, the authors examined the criterion-related validity of two operationalizations of task-specific team efficacy that differed in their approximation to the level of analysis of the criterion, team performance. Data were obtained from 85 highly interdependent dyadic teams trained over a 2-week period to perform a complex perceptual-motor skill task. Results indicated that, as expected, the operationalization with a team-level referent (referent-shift consensus) was superior to the operationalization with an individual-level referent (additive) across all three data collection periods. For the referent-shift consensus operationalization, within-team agreement and the criterion-related validity improved between the first and second data collection periods but not between the second and third. However, for both operationalizations, despite the increased strength of the team efficacy and team performance relationships, efficacy ratings collected later in the study protocol did not explain unique variance in subsequent team performance once the effect of previous performance was statistically controlled.

Measuring entrepreneurial passion: Conceptual foundations and scale validation

“…Consistent with the notion that EP's intense positive feelings are focused on the domains of passion for inventing, founding, and developing (Cardon et al, 2009a), we used a domain-sampling procedure (Nunnally, 1978) to develop theory-consistent items reflecting activities relevant for each domain. In practice, this focus on entrepreneurship activities provides respondents with a referent that augments our items' criterion validity (Arthur et al, 2007). For inventing, we developed items around activities such as 'figuring out new ways to solve unmet market needs' and 'searching for new ideas for products and services.'…”

Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification

“…According to referent-shift method (Arthur et al 2007;Chan 1998), to measure internal whistleblowing, a proactive question ''if he or she found wrongdoing in your workplace, he or she would try to do the following'' was used. Sample items include ''tell me about it'' and ''let upper level of management know about it'' (a = 0.93).…”

Energizing organizational research: Advancing the energy field with group concepts and theories

“…Team efficacy is the belief that one's team is able to take required actions in a certain area, while team outcome expectancies are beliefs about the likelihood of consequences undertaken by the whole team [67]. There has been a variety of research appearing in different fields on these constructs in the past several years, ranging from team efficacy measures focused on dyads [5] to the study of 'collectives' writ large [18,82]. Strengths and Limitations: In considering these measures, it is important to note that a small amount of research shows different effects on survey items for 'I' versus 'we' as the subject [70].…”

“…A technical approach could use the tool to examine whether different types of supervisory behavior are more or less likely to result in energy efficient adoption decisions. [5,18,26,67,82]. Measures that involve individual perceptions of groups related to outcomes are team efficacy and team outcome expectancies.…”