Highly Effective Teams: A Relational Analysis of Group Potency and Perceived Organizational Support

Shelton, Paul; Waite, Alina M.; Makela, Carole J.

doi:10.1177/1523422310365665

Cited by 25 publications

(16 citation statements)

References 55 publications

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“…Group potency is defined by Shea and Guzzo (, p. 26) as “the collective belief of group members that the group can be effective.” It refers to a more general level of shared confidence about the abilities of the team. Sundström, McIntyre, Halfhill, and Richards (), and Shelton, Waite, and Makela () state that group potency is one of the most important predictors of team effectiveness. Previous research has demonstrated that group potency is a good predictor for team learning behavior, even when team psychological safety is taken into account (Van den Bossche et al, ).…”

Section: Group Development and Social Conditions For Team Learningmentioning

confidence: 99%

An Exploratory Study of Group Development and Team Learning

Raes

Kyndt

Decuyper

et al. 2015

Human Resource Development Quarterly

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Teams need to pass through a series of development stages before they can operate effectively, and, in a changing context, it has also been demonstrated that teams need to continue learning in order to remain effective. This article aims to explore the relationship between team development and team learning. In particular, it focuses on when and why basic team learning processes such as sharing information, co‐construction, and constructive conflict occur during different phases of development. It can be hypothesized that although each stage of team development is characterized by specific learning tasks, team learning processes occur more in certain stages than in others. The results from a model‐based cluster analysis and ANOVA analyses on a sample of 44 professional teams show that team learning occurs more in the later phases of group development due to higher levels of team psychological safety and group potency.

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Section: Group Development and Social Conditions For Team Learningmentioning

confidence: 99%

An Exploratory Study of Group Development and Team Learning

Raes

Kyndt

Decuyper

et al. 2015

Human Resource Development Quarterly

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show abstract

“…As such, conditions are created in which creativity flourishes and employees are challenged and encouraged to collaboratively participate in their future growth, which allows managers and employees the opportunity to build a supportive environment that ultimately benefits the organization. Managers may also be surprised at the effects of such encouragement, in that employees actively own their career development initiatives (Shelton, Waite, & Makela, ).…”

Section: Literature Reviewmentioning

confidence: 99%

Managerial Practices and Organizational Conditions That Encourage Employee Growth and Development

Gilley¹,

Gilley²,

Jackson³

et al. 2015

Perf Improvement Qrtly

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This paper focuses on seven major managerial practices and three negative conditions that must be managed to enhance employee growth and development. These managerial practices and conditions have significant potential for human resource development practitioners and performance improvement technologists by providing new perspectives to improve employee performance through employee growth and development activities. Surveys measuring employee perceptions of manager behaviors were administered to 503 MBA and PhD students from the United States, resulting in 463 useable responses. The hypotheses were tested using linear regression and structural equation modeling. Based on the analysis, the researchers found that involving employees in decision making, motivating employees, treating employees as unique individuals, and making certain that managers are effective have the highest influence on employee growth and development.

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“…This allows managers and employees the opportunity to build a mutually beneficial, positive relationship. Shelton, Waite, and Makela (2011) suggest that managers may also be surprised at the effects such encouragement will have on employee morale, attitudes, and overall commitment.…”

Section: Managers Create Hostile or Fearful Work Environmentsmentioning

confidence: 99%

“…Organizations select them anyway (Donlevy & Walker, 2011;Gilley, Gilley, & McMillan, 2009;Robbins & Judge, 2010;Shelton, Waite, & Makela, 2011). suggest that these are symptoms of managerial malpractice within organizations, which are the result of:  hiring or promoting managers who lack the understanding and skills necessary to effectively manage others;  hiring or promoting managers because they are the "best performers" or "highest producers" and without regard for their interpersonal skills;  wasting valuable time and resources attempting to "fix" ineffective or incompetent managers; and/or  failing to reprimand, demote, or fire managers who are ineffective or incompetent (p.343).…”

Section: Managers Are Ineffectivementioning

confidence: 99%

Employee Perceptions of the Manager Behaviors That Create Follower-Leader Trust

Gordon¹,

Gilley²,

Avery³

et al. 2014

MOS

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Trust and related concepts are often discussed as representing important behaviors of good leaders. We empirically tested these concepts to obtain insight into what builds trust between leaders and followers from the employee's perspective. This was accomplished through a questionnaire with 409 respondents. The results were tested empirically through both regression and structural equation modeling. Both models indicate a good fit with statistical significance for what these respondents feel build trust with their leader. The behaviors identified in this study as enhancing perceptions of trust in leaders are demonstrated by managers who behave ethically, positively influence organizational culture, treat employees fairly and consistently, encourage employee growth and development, and promote work-life balance. Our results contribute to the extant literature by empirically validating this unique set of behaviors that model trust-building with followers. This should provide practitioners with a guide for trust-building and enable researchers to further develop and test the model and its implications for organizational commitment and performance, as well as form a base for trust scale development similar to Robinson (1996).

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Highly Effective Teams: A Relational Analysis of Group Potency and Perceived Organizational Support

Cited by 25 publications

References 55 publications

An Exploratory Study of Group Development and Team Learning

An Exploratory Study of Group Development and Team Learning

Managerial Practices and Organizational Conditions That Encourage Employee Growth and Development

Employee Perceptions of the Manager Behaviors That Create Follower-Leader Trust

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