| Summary: | In sales, working together as a team for achieving individual performance is a relevant element. In this paper, we
suggest a theoretical framework that analyzes the impact of team potency on subjective performance, according to
two mechanisms: self-efficacy and adaptability. The hypotheses suggest that (a) team potency has a positive
relationship with self-efficacy and adaptability; self-efficacy and adaptability impact performance (b) directly and
(c) indirectly, through a mediating role; and (d) interpersonal climate quality moderates these associations. We did
a national survey with 290 salespeople organized in 101 teams from a water purification company. We used
multilevel analyses and results suggested that sales team potency has a main effect on self-efficacy and adaptability.
Second, results showed that self-efficacy and adaptability explain subjective performance. Third, self-efficacy and
adaptability mediate the association between team potency and individual performance. Fourth, we did not find
support for a moderating role of interpersonal climate quality on team potency. Final remarks and future research
are discussed in the paper.
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