PowerPoint Presentation 3

TEAM-C
Prudhvi Kuumar Kalisetty, Chaitanya Kancherlapalli, Jitendra Kheem
Singh, Harish Kothapalli, Anusha Mangi, Naresh Maragoni, Anandraj
Thiyagaraja Perumal, Sandeep Tondala, Charitha Kossireddy Venkata
Sai, Prathiksha Mahadeva Gowda
Group Potency and Collective Efficacy
 Group Potency

• Group potency is the belief which a group has in its ability

to be successful on a whole.

• Group potency & performance are interdependent.

• Group potency has been demonstrated to lessen the

negative impacts on processes and results in contexts of a
group's task conflict (i.e., disagreement overviews and
techniques linked to tasks being done).
 Group Potency
Tasks are achievable if everyone in The effectiveness of a group is
the group contributes equally and unaffected by how long ago it was
works together effectively. formed.

The efficacy of the group on a

No matter how long the project
whole would be unaffected by the
takes, the team will remain strong.
disparity in group size.

The potency of a group may be

altered if it has undergone several A group manager could have an
phases of modification, each of impact on the group's potency.
which is dependent on the group.
 Group Potency
• Group Potency means the collective effort of a team towards the project.
• Group Potency is the variable helpful to any task which a group can confront. In
this task, the group believes that their collective effort will be enough for the task
requirements and will overcome any obstacle in their path.
• Mediation Model Estimation.
• Partial mediation.
• Correlated predictor mediation.
• Reversed-Order mediation.
 Group Potency
• The term group potency can be defined as the collective belief of a specific group
that has to be deployed effectively to interpret the existing workgroups within the
business organization successfully.

• Also, the term group potency can be defined as the generalized variable that can be
inspired for the successful completion of the specific task (Jung & Sosik, 2003).
 Group Potency
• An idea that something may be successful inside a group or team.

• Aspects of group potency

• All members of the team have a sense of collective confidence.

• Overall, the team is functional across various duties or circumstances, rather than
just from a specific viewpoint.
 Group Potency
• In today's global economy, organizations attempt to improve
organizational performance to become successful and acquire a competitive edge.

• To increase the efficiency and productivity of working practices, create,

and find solutions, they use groups and teams (workgroups) (Woodley et al., 2019).
 Collective Efficacy
The article by Alexander, Dongseop & Anthony (2009)
focus developing characteristic at the group level known as
collective-efficacy shows

• Team members see their collective reality or "what we believe

of ourselves" and therefore affects team performance.

• Collective effectiveness is an "emergent characteristic" of

organizations.
 Collective Efficacy

• Consistent with social cognition theory, collective efficacy was

a far more powerful predictor of team success than individual
team members' self-efficacy beliefs.

• Team collective efficacy reflects team-level efficacy beliefs

and relates to team members' shared views about their
collective capacity to plan and carry out activities necessary to
achieve a specified degree of accomplishment (Alexander,
Dongseop & Anthony, 2009).
 Collective Efficacy
• The Higher the sense of efficacy, the better the team performance​

• Collective efficacy can be defined as a group`s shared belief that they can deal with
a task with their conjoint capabilities and execute the course of action required for
the project to attain expected outcomes (Stajkovic. D, 2009). ​

• Interesting to look at both individual member effectiveness as well as team efficacy.

 Collective Efficacy
• The term collective efficacy can be defined as the group shared belief that is
ensured within the specific capabilities that enable the business organizations to
deploy and organize the individual attainments. ​
• Moderators can be used effectively to ensure the practical assessment of collective
efficacy at the first and second levels.​
• Found to be related to team performance indicators at both individual & group
levels of study.
 Collective Efficacy

• The concept of collective efficacy has been developed to help explain how
social elements work better or worse together.

• Self-efficacy relates to a person's belief in their ability to carry out

actions individually (Barbara Rebecca Mutonyi et al., 2020).
 Collective Efficacy
• Collective efficacy relates to a team's belief in how they can work together as
a unit.

• There may be a more significant impact on team performance if individuals are

forced to work closely together and control their conduct (Cynthia Lee, Jiing-lih
Farh, & Zhi-jun Chen, 2011).
Relationship between the group potency and collective
efficacy
• The mediation model estimation can be used effectively to determine the
significant relationship between the group potency and the collective efficacy.

• This medication model estimation includes the following three alternative models
that can state the purpose of the relationship (Gurowitz, 1975). They are the
correlated predictor, partial model, and reverse ordered model.
 Relationship between the group potency and collective
efficacy
• The correlated predictor mediation model can be used effectively when the group
potency and collective efficacy are correlated.

• The partial mediation model can be used when the relationship is direct with group
potency and indirect with collective efficacy.

• The reversed order mediation model can be used when grouping potency to ensure
the mediation between the group performance and the collective efficacy.
Group Cohesiveness
How are group cohesiveness and performance-related?
• The cohesive–performance effect was highly significant and of small magnitude.

• The effect was stronger in correlational studies than in experimental studies.

➢ The effect was also more robust in smaller groups than in larger groups.

➢ Also, stronger among natural groups than among artificial groups

• The cohesive–performance effect is due primarily to commitment to task rather

than interpersonal attraction or group pride.
 Impact of group cohesion on crucial success measures
in higher education
• There is evidence that cohesion can have a positive effect on performance and
adherence to group activities.

• The effect sizes were more significant in semester two than in semester one,
suggesting that student group cohesion may develop over time.

• Cohesion may be essential to enhance attendance at colleges, and that building

cohesion should be a priority.
 Consequences of Cohesiveness

• Cohesiveness is the degree of closeness

between the team members while they are
working as a group.

• If the cohesiveness between the group

members is more, Influence to convince the
team to follow group norms will be more.
 Consequences of Cohesiveness
• More Productivity
➢ Team Members in more cohesive groups will
have fewer stress-related issues.
➢ Cohesiveness also decreases the
miscommunication between the members of the
team and results in productivity.
➢ Due to more attachment between the Team
Members, we will see the excitement in their
work results in more productivity.
 Consequences of Cohesiveness

More Participation
➢ More the degree of cohesiveness
more the participation among
the team members, as they
consider them as their own
family, they will help each other
and works together.
 Consequences of Cohesiveness
More Conformity
➢ The factors which influence the
team members are the similarity of
attitudes and values. It will
increase the attraction between the
team members. The power to
influence another person is also
more.
 Consequences of Cohesiveness
More Success
➢ Success and cohesiveness are
directly related, and cohesiveness
helps to achieve the goal
quickly, which results in more
success.
 Consequences of Cohesiveness
More Communication
➢ More cohesiveness between the
team members gives a strength to
communicate between the team
members efficiently, results in
minor miscommunication and
more results.
 Consequences of Cohesiveness

More Personal satisfaction

➢ More cohesiveness results in the
involvement of all team members in
the teamwork which results in more
personal satisfaction
 Review
Journal: The problem of Raising Group Cohesiveness in the EFL Classroom

• This Journal investigates the problems involved in developing group

cohesiveness while teaching foreign languages.
• Focuses on the EFL classes in Russian primary school.
• Demonstrates, how emotional state and level of group cohesiveness influences
interactive techniques efficiency.
• Cohesive groups usually have high motivational intensity, which helps in
language learning (Senior,1997; Dehoek, 2012)
• Discusses about the effect of change in the thought process of Collectivism on
learning in general.
• Concludes that interactive techniques used help to increase the higher degree of
group cohesiveness
 Review
Journal: Group Cohesiveness on Performance: Mediating Effect of Collective
Organization Citizenship Behavior

➢ Examines, how collective organiational citizenship behavior influences the group

cohesiveness and hence group performance.
➢ Uses the social exchange theory and social identity theory
➢ Research is based on the working groups of creative industries in yogyakarta,
Indonesia
➢ Confirms that group cohesiveness has a positive influence on group performance
➢ Group cohesiveness provides a sense of solidarity, harmony and commitment
between group members
 References
• Alexander D., S., Dongseop, L., & Anthony J., N. (2009). Collective Efficacy, Group Potency, and Group Performance: Meta-
Analyses of Their Relationships, and Test of a Mediation Model. Journal of Applied Psychology, 3, 814.

• Anna Karimova, Oksana Khasanova, Oksana Shemshurenko, & Alsu Ganieva. (2019). The Problem of Raising Group
Cohesiveness in the EFL Classroom. ARPHA Proceedings, 1(1025–1035), 1025–1035. https://doi.org/10.3897/ap.1.e0972

• Barbara Rebecca Mutonyi, Terje Slåtten, & Gudbrand Lien. (2020). Empowering leadership, workgroup
cohesiveness, individual learning orientation and individual innovative behavior in the public sector: empirical evidence
from Norway. International Journal of Public Leadership, 16(2), 175–197. https://doi.org/10.1108/IJPL-07-2019-0045

• Cynthia Lee, Jiing-lih Farh, & Zhi-jun Chen. (2011). Promoting group potency in project teams: The importance of group
identification. Journal of Organizational Behavior, 32(8), 1147–1162. https://doi.org/10.1002/job.741

• Gurowitz, E. (1975). Group Boundaries and Leadership Potency. Transactional Analysis Bulletin, 5(2), 183-
185. DOI: 10.1177/036215377500500224.

• Ikhsan Maksum, T. H. H. N. L. F. (2020). Group Cohesiveness on Performance: Mediating Effect of Collective Organization
Citizenship Behavior. Jurnal Manajemen, 24(3), 443–459. https://doi.org/10.24912/jm.v24i3.678
 References
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• Katie Burke, Melissa Fanshawe, Eseta Tualaulelei. (2021) We can’t always measure what matters: revealing opportunities to
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 References
• O'Neill, T. A., McLarnon, M. J., Xiu, L., & Law, S. J. (2016). Core self‐evaluations, perceptions of group potency, and job
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• Ovira-Asenjo N, Pietraszkiewicz A, Sczesny S, Gumí T, Guimerà R, Sales-Pardo M (2017) Leader evaluation and team
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• Stajkovic, Alex & Lee, Dongseop & Nyberg, Anthony. (2009). Collective Efficacy, Group Potency, and Group
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