Team potency and its impact on performance via self-efficacy and adaptability

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Rodrigo Bastos Monteiro
Valter Afonso Vieira

Abstract

In sales, working together as a team for achieving individual performance is a relevant element. In this paper, we suggest a theoretical framework that analyzes the impact of team potency on subjective performance, according to two mechanisms: self-efficacy and adaptability. The hypotheses suggest that (a) team potency has a positive relationship with self-efficacy and adaptability; self-efficacy and adaptability impact performance (b) directly and (c) indirectly, through a mediating role; and (d) interpersonal climate quality moderates these associations. We did a national survey with 290 salespeople organized in 101 teams from a water purification company. We used multilevel analyses and results suggested that sales team potency has a main effect on self-efficacy and adaptability. Second, results showed that self-efficacy and adaptability explain subjective performance. Third, self-efficacy and adaptability mediate the association between team potency and individual performance. Fourth, we did not find support for a moderating role of interpersonal climate quality on team potency. Final remarks and future research are discussed in the paper.

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How to Cite
Monteiro, R. B., & Vieira, V. A. (2016). Team potency and its impact on performance via self-efficacy and adaptability. Brazilian Administration Review, 13(1), 98-119. https://doi.org/10.1590/1807-7692bar2016150283
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