Group beliefs, ability, and performance: The potency of group potency.

This review examines research and theory relevant to work groups and teams typically embedded in organizations and existing over time, although many studies reviewed were conducted in other settings, including the laboratory. Research was organized around a two-dimensional system based on time and the nature of explanatory mechanisms that mediated between team inputs and outcomes. These mechanisms were affective, behavioral, cognitive, or some combination of the three. Recent theoretical and methodological work is discussed that has advanced our understanding of teams as complex, multilevel systems that function over time, tasks, and contexts. The state of both the empirical and theoretical work is compared as to its impact on present knowledge and future directions.

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Seems Fair to Me: Dyadic Leader Consensus Mediates Fairness and Group Performance

Gruda

McCleskey

Berrios

2017

Small Group Research

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Drawing on both relational and shared leadership theory and utilizing social consensus, we examine the relationship between percieved leader fairness, leader consensus (LC), and group performance. We do so by conceptualizing LC as a new way of hypothesizing and examining shared leadership. LC derives from mutual dyadic perceptions of all members in a team. First, we examine perceptions of leader fairness as a possible antecedent of LC. Second, we investigate the mediational effect of dyadic perceptions of leadership (i.e., LC predicts group performance). In two multisource studies using a round-robin design, we demonstrate that when team members reach a clear consensus about their team leader, perceived leader fairness was positively associated with LC. Furthermore, teams who perceived their leaders as fair exhibited higher group performance.

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Group beliefs, ability, and performance: The potency of group potency.

Cited by 3 publications

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Team Decision Making in Virtual and Face-to-Face Environments

Team Decision Making in Virtual and Face-to-Face Environments

Teams in Organizations: From Input-Process-Output Models to IMOI Models

Seems Fair to Me: Dyadic Leader Consensus Mediates Fairness and Group Performance

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