There's No ‘I’ in Team: Aligning Individual and Team Efficacy to Optimize the Effects of Support on Sales Outcomes

2022 ◽  
Author(s):  
Valter Silva Faia ◽  
Valter Afonso Vieira ◽  
Colin Gabler
Keyword(s):  
Team Efficacy

scholarly journals The construction and empirical verification of the Sense of Team Efficacy Questionnaire (Kwestionariusz Poczucia Druzynowej Skutecznosci)

2015 ◽  
Vol 7 (1) ◽  
pp. 14-28
Author(s):  
ZUZANNA WALACH-BISTA
Keyword(s):  
Construct Validity ◽  
Psychometric Properties ◽  
Internal Structure ◽  
Predictive Validity ◽  
Discriminant Validity ◽  
Internal Reliability ◽  
Team Efficacy ◽  
Convergent And Discriminant Validity ◽  
Group Environment ◽  
The Stability

Background: This article presents the procedure of the elaboration and verification of the first Polish Sense of Team Efficacy Questionnaire (Kwestionariusz Poczucia Druzynowej Skutecznosci – KPDS). Material/Methods: Two research stages involved a total of 373 professional athletes. Based on the collected data, the internal structure and psychometric properties of the instrument were established. Results: As a result of the conducted statistical analyses, a questionnaire was obtained. Analyses confirmed the stability of the internal structure of the questionnaire. The instrument also obtained satisfactory coefficients of reliability (using Cronbach’s alpha internal reliability coefficient) and construct validity. In order to establish the convergent and discriminant validity of the KPDS, the analysis of the multitrait-multimethod matrix was applied, using the Group Environment Questionnaire (GEQ). Predictive validity was established using the result obtained in a match played directly after the conducted study. Conclusions: The obtained results confirmed the relevance of creating the KPDS. The questionnaire was made up of 21 items representing 4 subscales: fitness, preparation, effort and endurance. Calculation of a general score for the KPDS also proved to be possible.

Effect of paternalistic leadership style on subordinate’s trust: an Indian study

2016 ◽  
Vol 8 (4) ◽  
pp. 264-277 ◽  
Author(s):  
Preeti S. Rawat ◽  
Shiji Lyndon
Keyword(s):  
Leadership Style ◽  
Moral Leadership ◽  
Survey Method ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Team Efficacy ◽  
Indian Context ◽  
Practical Implications ◽  
Item Scale

Purpose The purpose of this paper is to study the effect of paternalistic leadership of the boss on the trust of the subordinate. Design/methodology/approach The present study adopted survey method to test the hypotheses. Paternalistic leadership style was measured by a 24-item scale developed by Cheng et al. (2004). Trust was measured by a four-item scale by Schoorman and Ballinger (2006). Data were collected from a sample of 253 respondents. Findings The results show that in India, paternalistic leadership style leads to subordinate trust. The result further found that though benevolent and moral leadership leads to trust, authoritarian leadership does not lead to formation of trust. Practical implications The study has important implications in areas like managing leader–member relations, leadership training and team efficacy. Originality/value Leadership researchers in Indian context have largely adopted etic approach which attempts to generalize Western leadership theory to Indian context. However, uncritical adaptation of techniques developed in Western context may not be effective in the Indian cultural environment. The concept of paternalistic leadership was developed in Chinese context, but as India scores high on paternalism, the present study uses the paternalistic leadership style to study its effect on subordinate’s trust on leader.

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