When Collective- and Self-Efficacy Affect Team Performance
- 18 August 2005
- journal article
- Published by SAGE Publications in Small Group Research
- Vol. 36 (4), 437-465
- https://doi.org/10.1177/1046496405275233
Abstract
The study examined task interdependence as a structural factor, which influences the emergence of collective-efficacy versus self-efficacy as a team-level construct. It tested for the differential effects of self- and collective-efficacy on team performance and the effects of initial perceptions of self- and collective-efficacy and record of past performance on the development of their subsequent perceptions. Results of a laboratory study demonstrated that collective-efficacy solidified as a meaningful team construct and influenced team performance only when a highly interdependent task required team members to closely interact and coordinate their efforts. Under conditions of low task interdependence, collective-efficacy had no basis from which to emerge as a higher level team characteristic and no significance in what is, in essence, individual performances. In contrast, self-efficacy emerged as a meaningful construct that explained individual performance under low task interdependence conditions.Keywords
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