242 Copyright © 2017, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Chapter 13 DOI: 10.4018/978-1-5225-2480-9.ch013 ABSTRACT This chapter examines the relationship between team learning behavior and employee work related self- efcacy beliefs and further explores the moderating role of individual diference variables, such as masculinity–femininity and uncertainty avoidance values. The study tested three hypotheses using a sample of employees from a large public organization in Pakistan. The results indicated a signifcant positive relationship between team learning behavior and employee perceptions of their self-efcacy. Regarding the moderating role of individual diferences, the data showed that the link between team learn- ing and self-efcacy was stronger for individuals scoring high (versus low) on masculinity orientation. However, the results revealed no empirical evidence to confrm the hypothesis that employees scoring low on uncertainty avoidance will perceive a stronger relationship between team learning and self-efcacy. INTRODUCTION Teams have become a salient feature of today’s organizations (Guzzo & Dickson, 1996; Turner, 2014), and a considerable volume of research has accumulated that examines how team work affects group outcomes and how individuals within teams influence group processes and outcomes (Dierdorff & El- lington, 2012; Van den Bossche, Gijselaers, Segers, & Kirschner, 2006). However, a scarce number of Role of Masculinity and Uncertainty Avoidance Orientation in the Relationship Between Team Learning Behavior and Self-Effcacy Ghulam Mustafa Norwegian University of Science and Technology (NTNU), Norway Richard Glavee-Geo Norwegian University of Science and Technology (NTNU), Norway