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Group Potency and Collective Efficacy

Examining their Predictive Validity, Level of Analysis, and Effects of Performance Feedback on Future Group Performance

San Diego State University

John J. Sosik

Pennsylvania State University

This study identified several important issues that may help increase the understanding of group efficacy constructs. First, it examined multiple assessment methods of collective efficacy and group potency for their predictive validity. Second, it tested their appropriate levels of analysis because this is a central issue for operationalization of the constructs. Finally, it examined how performance feedback affected members' group efficacy perceptions and subsequent performance. Data came from 31 student work groups, which performed two group decision-making tasks over 15 weeks. Results of regression analysis indicated that individual assessment had higher predictive validity than group assessment. Results of within and between analysis showed that group members developed more homogeneous perceptions of their group's efficacy over time. Results of partial least squares analysis indicated that group potency and collective efficacy mediated the relationship between initial performance feedback and subsequent group performance. Based on these results, the authors offer several theoretical and practical implications.

Key Words: collective efficacy • group potency • group performance

Group & Organization Management, Vol. 28, No. 3, 366-391 (2003)
DOI: 10.1177/1059601102250821


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