To examine if our findings are robust we also re-ran our analyses by only including which had 5 or more team members. The results were highly similar to those reported in the main text. Simple slopes for power were positive and significant when task interdependence was high (γ=.286, and non-significant when task interdependence was low se=.100, p<.01) (γ=-.055, For individual performance the simple slopes were also positive and se=.145, n.s.). significant when task interdependence was high (γ=.217, and se=.103, p<.05) when task interdependence was low (γ=-.167, As these additional se=.150, n.s.). analyses demonstrate our findings are robust. References L. S., & West, S. G. (1991). Multiple Regression: Testing and interpreting interactions. London, England: Sage. Bandura, A. (1997). New York, NY: Freeman. Self-efficacy: The exercise of control. D. J. (1981). Structural relationships, job characteristics, and worker satisfaction and performance. 331–348. doi: 10.2307/2392511 Administrative Science Quarterly, 26, Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. 823–850. doi: 10.1111/j.1744-6570.1993.tb01571.x Personnel Psychology, 46, Chan, D. (1998). Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of Applied Psychology, 234-246. doi: 10.1037/0021-9010.83.2.234 83(2), Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. 239–290. doi: Journal of Management, 23(3), 10.1177/014920639702300303
To examine if our findings are robust we also re-ran our analyses by only including which had 5 or more team members. The results were highly similar to those reported in the main text. Simple slopes for power were positive and significant when task interdependence was high (γ=.286, se=.100, p<.01) and non-significant when task interdependence was low (γ=-.055, se=.145, n.s.). For individual performance the simple slopes were also positive and significant when task interdependence was high (γ=.217, se=.103, p<.05) and when task interdependence was low (γ=-.167, se=.150, n.s.). As these additional analyses demonstrate our findings are robust. References L. S., & West, S. G. (1991). Multiple Regression: Testing and interpreting interactions. London, England: Sage. Bandura, A. (1997). Self-efficacy: The exercise of control. New York, NY: Freeman. D. J. (1981). Structural relationships, job characteristics, and worker satisfaction and performance. Administrative Science Quarterly, 26, 331–348. doi: 10.2307/2392511 Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823–850. doi: 10.1111/j.1744-6570.1993.tb01571.x Chan, D. (1998). Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of Applied Psychology, 83(2), 234-246. doi: 10.1037/0021-9010.83.2.234 Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239–290. doi: 10.1177/014920639702300303
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