To read the full version of this content please select one of the options below:

Career development, collective efficacy, and individual task performance

Janet B. Kellett (Department of Management, Virginia Commonwealth University, Richmond, Virginia, USA)
Ronald H. Humphrey (Department of Management, Virginia Commonwealth University, Richmond, Virginia, USA)
Randall G. Sleeth (Department of Management, Virginia Commonwealth University, Richmond, Virginia, USA)

Career Development International

ISSN: 1362-0436

Article publication date: 30 October 2009

Abstract

Purpose

The purpose of this paper is to test the hypothesis that perceived collective efficacy would mediate the effects of self‐efficacy on individual task performance.

Design/methodology/approach

An assessment center design with 147 participants in 49 three‐person groups was used.

Findings

It is found that for individuals working on an assigned group goal, perception of the group's collective efficacy, rather than self‐efficacy, has a direct influence on task performance.

Research limitations/implications

Future researchers should examine the extent to which cognitive intelligence influences collective efficacy effects.

Practical implications

The research suggests that perceptions of collective efficacy and team support may influence early career developmental task performance.

Originality/value

This paper found that collective efficacy might be more important than individual efficacy in predicting individual task performance in some circumstances.

Keywords

Citation

Kellett, J.B., Humphrey, R.H. and Sleeth, R.G. (2009), "Career development, collective efficacy, and individual task performance", Career Development International, Vol. 14 No. 6, pp. 534-546. https://doi.org/10.1108/13620430910997286

Publisher

:

Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited