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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.

It has been argued that transformational leaders increase group effectiveness by empowering followers to perform their job independently from the leader, highlight the importance of cooperation in performing collective tasks, and realign followers' values to create a more cohesive group. A study was conducted to examine whether transformational leadership would be positively related to followers'perceptions of empowerment, group cohesiveness, and effectiveness. Forty-seven groups from four Korean firms participated in this study. Results of partial least squares analysis indicated that transformational leadership was positively related to empowerment, group cohesiveness, and group effectiveness. Empowerment was positively related to collective-efficacy, which in turn was positively related to group members' perceived group effectiveness. Implications for research and practice are discussed.

In the current study, the authors examine how leadership within a team predicts levels of group potency and group performance over time. The authors predict that groups that rated themselves high on transformational team leadership behaviors soon after the groups were formed would see themselves as being more potent over time and also would achieve a higher level of group performance. These predictions were confirmed. The implications of the current study for further research on leadership within teams are discussed.