Leader and staff role-efficacy as antecedents of collective-efficacy and team performance

被引：48
|
作者：
Taggar, S [1 ]
Seijts, GH
机构：
[1] Wilfrid Laurier Univ, Sch Business & Econ, Waterloo, ON N2L 3C5, Canada
[2] Univ Western Ontario, Richard Ivey Sch Business, London, ON, Canada
来源：
HUMAN PERFORMANCE | 2003年 / 16卷 / 02期
关键词：
D O I：
10.1207/S15327043HUP1602_2
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
A model of the relationships between leader role-efficacy for initiating structure behavior, staff role-efficacy for team playing behavior, actual behavior, collective-efficacy, and team performance was tested. Participants (N = 268) were randomly assigned to newly formed teams (n = 59) that worked on a novel task under time constraints. The results showed that leader and staff behavior mediated the relationship between role-specific efficacy and collective-efficacy. In addition, high leader and staff role behavior, in combination, led to the highest collective-efficacy. Low staff role behavior neutralized the effect of high leader role behavior on collective-efficacy, and vice versa. The results also indicated that collective-efficacy mediated the leader role behavior-staff role behavior and team performance relationship.
引用
收藏
页码：131 / 156
页数：26
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