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Self-leadership and trust, potency, and commitmentAn important assumption of our model is that team members are strongly influencedby the interactions that they have with one another within the team environment,which can potentially impact team members’ collective thoughts, behaviors, beliefs,and attitudes. According to Weick (1979), a singular human act invites a response by aparty affected by the change (the interact), which then calls for a response by the firstindividual (the double interact). In cybernetics research, this process would becharacterized as a simple feedback loop, in which an activity initiates a chain ofactivities that impact the original situation. Accordingly, we articulate how theexpression of effective self-leadership on the part of team members can result in animportant shift from individual-level independence concerning work attitudes toteam-level homogeneity in members’ levels of trust, potency and commitment.Trust. Trust is defined as an individual’s or group’s belief that another individual orgroup will make efforts to uphold commitments, will be honest, and will not takeadvantage given the opportunity (Cummings and Bromiley, 1996). Trust has been citedas the variable with the strongest potential influence on interpersonal and groupbehavior (e.g. Golembiewski and McConkie, 1975). As a result, understanding thedeterminants of trust in teams can be an important key to fostering team effectiveness.Texto Integral