To illustrate this point, one only needs to consider what these authors note about the success of teams. According to LaFasto and Larson, "Individuals who are capable of managing their egos, surfacing problems and creating a safe environment in which these problems can be addressed and solved give teams the basic competence they need to succeed" (p. 14). What this effectively suggests is that team members that are willing to work cooperatively with one another to resolve issues and reduce conflict will be able to improve the very integrity of the team structure, facilitating successful outcomes. Placing this in the context of de Jong and coworkers work, it is evident that the central focus of the investigation is to delineate what serve as the basis for success in self-managed teams. Of particular importance to de Jong, et al., is team efficacy. As reported by these authors, team efficacy refers to "collective or group-based beliefs that a team can perform a specific task successfully" (p. 577). In order to achieve team efficacy, the team must achieve a specific level of cooperation and success. If this basic ingredient is missing the team will not have the resources or ability to overcome problems and improve outcomes for the organization. LaFasto and Larson clearly support the idea that teams must be developed internally such that they posses the capabilities needed to create cooperation and team efficacy. Although LaFasto and Larson do not specifically utilize the term team efficacy, the basic premise of the argument made by these authors is similar to that of de Jong and coworkers.

In addition to examining the work of de Jong and coworkers in the context of LaFasto and Larson's text, Lencioni's (2002) work on team dysfunction must also be considered. Here again, it seems reasonable to argue that Lencioni would agree with the results garnered by de Jong and coworkers. In the introduction of the text, Lencioni asserts that: "Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive...

1). De Jong and coworkers are able to effectively demonstrate the power of teamwork by showing a direct link between team efficacy and customer service and team efficacy and improved financial performance. When a team is able to work cohesively and cooperatively, the end result for the organization will be a positive change, which should provide a considerable advantage for the organization.
Further examining the information provided in Lencioni's text, it is evident that the specific dynamics that occur in the context of the team environment will have a direct impact on how the team works together. In particular, Lencioni makes the argument that, "Great teams do not hold back with one another... They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal" (p. 44). De Jong and coworkers in their analysis of the results garnered in their investigation argue that what occurs at the individual level clearly has repercussions for how the team operates and how effective they are at performing their job. By providing a direct link between team performance and clear quantitative measures, de Jong, et al., codify the importance of internal team development in improving outcomes for the organization. Thus, while the focus of de Jong and coworker's research is not the internal dynamics that lead to team efficacy, there is strong support for the ideas expressed by Lencioni with respect to what is needed to create team efficacy and improved organizational outcomes.

References

De Jong, a., de Ruyter, K., & Wetzels, M. (2006). Linking employee confidence to performance: A study of self-managing service teams. Academy of Marketing Science Journal, 34(4), 576-587.

LaFasto, F., & Larson, C. (2001). When Teams Work Best. Thousand Oaks, CA: Sage Publications.

Lencioni, P. (2002). The Five Dysfunctions of a Team. San Francisco, CA: Jossey-Bass.