Companies rely on work teams to perform effectively. Culturally diverse employees are less likely to develop team potency, antecedent to team effectiveness, because of tasks and relationships conflicts. It is due to dissimilarities of values, and different backgrounds team members bring to the workplace. This study was an evaluation of the impact of individual cultural values on the perception of team effectiveness, among diverse employees. A quantitative non-experimental cross-sectional research was conducted to determine whether individual cultural values predict team potency. The predictors were eight individual cultural values; achievement, power, self-direction, universalism, tradition, conformity, security, and hedonism, and dependent variable team potency. A sample of 55 participants was drawn from the diverse population of a team structured service organization in Atlanta. Participants completed Schwartz's SVS 57-item Likert- type scale questionnaire that collected data and measured eight predictors. The Work Group Characteristics Measure with a three-item 5-point Likert-type subscale collected and measured data for dependent variable, team potency. A multiple linear regression analysis was performed. The results were five of eight predictors had strong linear relationships with the dependent variable, team potency. Two predictors, power (p0.03 < p0.05), and security (p0.05 = p0.05) at 95% confidence level, when analyzed separately or simultaneously, controlling for gender and team tenure, predicted team potency, antecedent for team effectiveness. Based on results, the conclusion is culturally diverse employees are able to develop team potency leading to team effectiveness. The recommendation is for future research that considers the evaluation of individual cultural values and team potency among members of homogenous work teams.