When the team potency needs self-efficacy and adaptive selling

Abstract

Objective: We suggest that the effect of team potency on performance is not only direct, but also mediated by the mechanisms of self-efficacy and adaptive selling. The Cognitive Social Theory explains this serial mediation because the individual who has beliefs in his/her sales skills (self-efficacy), shapes his/her behavior congruent to that one from customer (adaptive selling). As a result, salesperson increases sales results. Method: We collected data with employees from the front line of the banking segment. Through multivariate analysis, the authors confirm the hypotheses for individual and team performance. Originality/Relevance: The Team Effectiveness Theory has shown that team potency positively increases individual performance. But, little is known about the influence of potency on team performance. In addition, we do not know the explanatory power of the effect of potency on performance, including indirect effects via mediation. Results: Potency influences both individual and team's performance through self-efficacy and adaptive selling. Theoretical/Methodological Contributions: This paper presents an advance in the literature by associating team constructs with individual elements to obtain individual and team performance. In addition, the investigation contributes to Cognitive Social Theory and Time Effectiveness Theory by raising the explanation power of team potency in determining sales performance.