Entrepreneurial Leadership Exam-3 Cole

5 Conditions that Promote Team Effectiveness. What are they? Can you apply them? (Apply 5 conditions or factors to manage?)

1. A Real Team: people have to know who is on the team an who is not. It's the leader's job to make that clear. 2. Compelling Direction: members need to know, and agree on, what they're supposed to be doing together. Unless a leader articulates a clear direction, there is a real risk that different members will pursue different agendas. 3. Enabling Team Structure: teams that have poorly designed tasks, the wrong number mix of members, or fuzzy and unenforced norms of conduct invariably get into trouble. 4. Supportive Organizational Context 5.Available, Expert Coaching: team need coaching as a group in team processes - especially at beginning, midpoint, and end of a team project.

List, Define, Describe, and Provide Examples for the 5 Principles of Ethical Leadership.

1. Ethical Leaders Respect Others: To treat others as ends in themselves and never as means to ends. - Allow subordinates to be themselves with creative wants and desires. - Leader listens closely to subordinates, is empathetic, and is tolerant of opposing points of view. - In short, leaders who show respect treat others as worthy human beings. 2. Ethical Leaders Serve Others: Ethical leaders have a responsibility to attend to others, be of service to them, make decisions pertaining to them that are beneficial and not harmful to their welfare - contributing to the greater good of others. - Leaders who serve are altruistic: They place their followers' welfare foremost in their plans. - Important for leaders to be the steward of their organizations vision. - Being the steward means clarifying and nurturing a vision that is greater than oneself. - Servant leaders have a social responsibility to be concerned with the have-nots and should strive to remove inequalities and social injustices. 3. Ethical Leaders Are Just: Concerned about issues of fairness and justice. Make it a top priority to treat all subordinates in equal manner. - As a rule, no one should receive special treatment or special consideration except when his or her particular situation demands it. When individuals are treated differently, the grounds for the treatment must be clear, reasonable, based on moral values. - Principles of Distributive Justice (for distributing scare resources): To each person: i. An equal share or opportunity. ii. According to individual need. iii. According to that person's rights. iv. According to individual effort. v. According to societal contribution. vi. According to merit or performance. 4. Ethical Leaders Manifest Honesty: To be a good leader, one must be honest. Dishonesty destroys trust between leaders and subordinates. - More than just telling the truth -> it has to do with being open with others and representing reality as fully and completely as possible. - The challenge is finding a balance between being open and candid while monitoring what is appropriate to disclose in a particular situation. - "Do not promise what you can't deliver, do not misrepresent, do not hide behind spin-doctored evasion, do not suppress obligations, do not evade accountability, do not accept that the 'survival of the fittest' pressure of business release any of us from the responsibility to respect another's dignity and humanity". 5. Ethical Leaders Build Community: Leaders need to take into account their own and follower's purposes while working towards goals that are suitable for both of them. - This idea is placed at the center for the theory of transformational leadership. - A transformational leader tries to move the group toward a common goal that is beneficial for both the leaders and the followers. - Leaders take into account the purposes of everyone involved in the group and is attentive to the interests of the community and the culture. - Leaders and followers have a civic duty to attend to the community's goals and purpose.

A Team's Life Cycle.

1. Forming: initial entry into team: "what is acceptable behavior" 2. Storming: period of high emotion and tension. Hostility, infighting and conflicts will develop 3. Norming: point when team begins to come together as unit, members will try to regulate behavior 4. Performing: emergence of a mature, organized, and well-functioning team

3 Roles of Leaders as "Coaches"

1. Motivator 2. Consultant 3. Educator

Define and Describe the 4 Most Prominent types of Teams.

1. Problem-Solving: individuals assembled to work on a project that involves resolving one or more issues that have already arisen or to deal effectively with issues as they arise. 2. Self-Managed: A self-organized, semiautonomous small group of employees whose members determine, plan, and manage their day-to-day activities and duties under reduced or no supervision. 3. Cross-Functional: a group of people with different functional expertise working toward a common goal. 4. Virtual: usually refers to a group of individuals who work together from different geographic locations and rely on communication technology such as email, FAX, and video or voice conferencing services in order to collaborate.

How does the Transformational Approach Work?

1. Set out to empower followers and nurture them in change. 2. To create change, leaders become strong role models for their followers. They are: confident, competent, and articulate, and they express strong ideals. 3. Create a vision; emerges from the collective interest of various individuals and units in an organization. - Provides leader and organization with a conceptual map for where the organization is headed; it gives meaning and clarifies the organization's identity. - Also gives followers a sense of identity within the organization and a sense of self-efficacy. 4. Leaders become Social Architects; They make clear the emerging values and norms of an organization. -People need to know their roles and understand how they contribute to the greater purposes of the org. - Transformational leaders are out front in interpreting and shaping for organizations the shared meaning that exists within them. - Leaders become involved in the culture of the org and help shape its meaning. 5. Throughout the process, leaders are effective at working with people. - They build trust and foster collaboration with others. - They encourage others and celebrate their accomplishments. Behavior Skill Sets: 1. Model the Way: leaders need to be clear about their own values and philosophy. a. Need to find own voice and express it with others. b. Exemplary leaders set a personal example; follow through on promises and commitments and affirm the common values they share with others. 2. Inspire a Shared Vision: Effective leaders create compelling visions that can guide people's behavior; able to visualize positive outcomes in the future and communicate them with others. 3. Challenge the Process: Being willing to challenge the status quo and step into the unknown. Includes being willing to innovate, grow, and improve. a. Take risks to make things better (one step at a time) 4. Enable Others to Act: Effective at working w others; they build trust with others and promote collaboration. a. Teamwork and cooperation = highly valued. b. Listen closely to diverse points of view and treat others with dignity and respect. c. Allow others to make choices and support the decisions others made. d. In short, they create environments where people can feel good about their work and how it contributes the greater community. 5. Encourages the Heart: Encourage the heart by rewarding others for their accomplishments. a. Natural for people to want support and to be recognized so leaders are attentive to this need. i. They use authentic celebrations and rituals to show appreciation and encouragement. b. Outcome = greater collective identity and community spirit.

Teamwork Myths.

1. Teams are always the answer. 2. The key to team performance is cohesion. 3. The team leader is the primary determinant of team performance. 4. The best individual performers will create the highest performing team.

What are the Main Factors that One Must Manage Within Each of the 5 Conditions that Promote Effectiveness?

1.A Real Team: -A Team Task: members are interdependent, fill roles but prefer to be part of a team, committed to common purpose. -Clearly Bounded -Specified Authority -Stable Over Time 2.Compelling Direction: -Attributes: Clear, Consequential, and Challenging 3.Enabling Team Structure: -Well-Designed Tasks: skill variety, task identity, task significance -Proper Team Composition: members' skills, personalities, abilities -Clear norms of conduct. 4.Supportive Organizational Context: -Rewards: favorable consequences for good team performance. -Information: data needed for the work. -Education: any training or technical consults needed. -Resources: material resources needed for work are sufficient and available. -Collaborative Climate: feelings of trust have emerged within & between teams. 5.Available, Expert Coaching: team need coaching as a group in team processes - especially at beginning, midpoint, and end of a team project. (CHECK THIS AGAIN - ARTICLE)

List/Define/Describe Non-Leadership Factor

Nonleadership Factor: Not effective type of leadership. 1. Laissez-Faire: Represents the absence of leadership. A "hands-off, let-things-ride" approach. - Describes leadership that falls at the right side of the transactional-transformational leadership continuum. - NO exchange with followers or attempt to help them grow. - This leader: a) Abdicates Responsibility. b) Delays Decisions. c) Gives No Feedback. d) Makes Little Effort to Help Followers Satisfy Their Needs.

Compare and Contrast Level 5 versus Levels 1-4

• Level 5: Executive - Builds enduring greatness through a paradoxical combination of personal humility plus professional will. A necessary requirement for transforming an organization from good to great. • Level 4: Effective Leader - Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards. • Level 3: Competent Manager - Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. • Level 2: Contributing Team Member - Contributes to the achievement of group objectives, works effectively with others in group setting. • Level 1: Highly Capable Individual - Makes productive contributions through talent, knowledge, skills, and good work habits.

Yin and Yang of Level 5

• Personal Humility: - Demonstrates a compelling modesty, shunning public adulation, never boastful. - Acts with quiet, calm determination; relies principally on inspired standards, NOT inspiring charisma, to motivate. - Channels ambition into the company, NOT the self, sets up successors for even more greatness in the next generation. - Looks in the mirror, not out the window, apportion responsibility for poor results, never blaming other people, external factors, or bad luck. • Professional Will: - Creates superb results, a clear catalyst in the transition from good to great. - Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult. - Sets the standard of building an enduring great company, will settle for nothing less. - Looks out the window, not in the mirror to apportion credit for the success-to other people, external factors, and good luck.

What is a Pseudo-Transformational Leader? How is it Different than Transformational Leadership?

• Pseudo-Transformational Leadership: Refers to leaders who are self-consumed, exploitive, and power oriented, with warped moral values. - Considered personalized leadership, which focuses on leaders' own interests rather than on the interests of others. • Authentic Transformational Leadership: Concerned with raising the level of morality in others; concerned with the collective good and positively affecting followers' moral identities and emotions. - Socialized transformational leaders transcend their own interests.

Why have Teams Become So Popular?

• They outperform individuals on tasks requiring multiple skills, judgment, and experience. • Better utilization of employee talents. • More flexible and responsive to changing events. • Effective way for management to flatten organizations and increase employee motivation.

List/Define/Describe Transformational Leadership Factors

• Transformational Leadership Factors: Most effective type of leadership. Moves followers to accomplish more than that what is usually expected of them. 1. Idealized Influence: Describes leaders who act as strong role models for followers, who want to identify with them, deeply respect them, and want to emulate them. - Charisma; the emotional component of leadership. Measured on 2 components: i. Attributional Component: refer to attributions of leaders made by followers based on perceptions they have of their leader ii. Behavioral Component: refers to followers' observations of leader behavior 2. Inspirational Motivation: Descriptive of leaders who communicate high expectations to followers, inspiring hem through motivation to become committed to and a part of the shared vision in the organization. Enhances team spirit. - Leaders use symbols and emotional appeals to focus group members' efforts to achieve more than they would in their own self-interest. 3. Intellectual Stimulation: It includes leadership that stimulates followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader and the organization. - Supports followers as they try new approaches and develop innovative ways of dealing with organizational issues. Encourages followers to think things out on their own and engage in careful problem solving. 4. Individualized Consideration: Representative of leaders who provide a supportive climate in which they listen carefully to the individual needs of followers. Leaders act as coaches and advisers while trying to assist followers in becoming fully actualized. - These leaders may use delegation to help followers grow through personal challenges.

Compare and Contrast a Work Group VS a Work Team.

• Work Group: a group who interacts primarily to share information and to make decisions to help one another perform within each member's area of responsibility. - Goal: share information - Synergy: neutral, sometimes negative - Accountability: individual - Skills: random and varied • Work Team: generates positive synergy through coordinated effort; individual efforts result in a level of performance that is greater than the sum of those individual inputs. - Goal: collective performance - Synergy: positive - Accountability: individual and mutual - Skills: complementary

What is the Augmentation Effect Involving Contingent-Reward and Transformational Leadership?

Augmentation Effect: The degree to which "transformational leadership styles build on the transactional base in contributing to the extra effort and performance of followers". - Transformational leadership strengthens Transactional; best leaders use both. - Contingent-Reward spurs subordinates to meet expected levels of effort and thus expected levels of performance, but in combination with Transformational Leadership, the augmentation effect spurs ones followers to achieve a level of effort greater than what is expected and this achieving levels of performance greater than expected.

Behavior Skills Sets of Transformational Leadership

Behavior Skill Sets: 1. Model the Way: leaders need to be clear about their own values and philosophy. a. Need to find own voice and express it with others. b. Exemplary leaders set a personal example; follow through on promises and commitments and affirm the common values they share with others. 2. Inspire a Shared Vision: Effective leaders create compelling visions that can guide people's behavior; able to visualize positive outcomes in the future and communicate them with others. 3. Challenge the Process: Being willing to challenge the status quo and step into the unknown. Includes being willing to innovate, grow, and improve. a. Take risks to make things better (one step at a time) 4. Enable Others to Act: Effective at working w others; they build trust with others and promote collaboration. a. Teamwork and cooperation = highly valued. b. Listen closely to diverse points of view and treat others with dignity and respect. c. Allow others to make choices and support the decisions others made. d. In short, they create environments where people can feel good about their work and how it contributes the greater community. 5. Encourages the Heart: Encourage the heart by rewarding others for their accomplishments. a. Natural for people to want support and to be recognized so leaders are attentive to this need. i. They use authentic celebrations and rituals to show appreciation and encouragement. b. Outcome = greater collective identity and community spirit.

Centrality of Ethics

Centrality of Ethics: Ethics is central to leadership because of: 1. the nature of the process of influence 2. the need to engage followers in accomplishing mutual goals 3. the impact leaders have on the organization's values. • The influence dimension of leadership requires the leader to have an impact on the lives of those being led. • Leaders have ethical responsibility to treat followers with dignity and respect - as human beings with unique identities. - Demands that leaders be sensitive to followers' own interests, needs, and conscientious concerns. • Leaders help to establish and reinforce organizational views. - Have significant impact, so BC of their influence leaders play a major role in establishing the ethical climate of their organization.

List/Define/Describe Transactional Leadership Factors

Transactional Leadership Factors: Influential because it is in the best interests of subordinates for them to do what the leader wants. 1. Contingent Reward: An exchange process between leaders and followers in which effort by followers is exchanged for specified rewards. - Leader tries to obtain agreement from followers on what must be done and what the payoffs will be for the people doing it. -Positive Reinforcement Pattern 2. Management by Exception: Leadership that involves corrective criticism, negative feedback, and negative reinforcement. Takes 2 forms: i. Active: watches followers closely for mistakes or rule violations and then takes corrective action. ii. Passive: intervenes only after standards have not been met or problems have arisen. - Both Active and Passive management types use more negative reinforcement patterns than the positive reinforcement pattern in Contingent Reward.

Transactional Leadership

Transactional Leadership: Focuses on the exchanges that occur between leaders and their followers. - Transactional leader does NOT individualize the needs of subordinates or focus on their personal development. - Transactional leaders exchange things of value with subordinates to advance their own and their subordinates' agendas

Transformational Leadership

Transformational Leadership: A process that change and transform people; concerned with emotions, values, ethics, standards, and long-term goals. - It includes assessing followers' motives, satisfying their needs, and treating them as full human beings. - Incorporates charismatic and visionary leadership.

Why do Teams Perform Below Expectations?

• Problems with coordination and motivation typically chip away at the benefits of collaboration. • Even a strong and cohesive team is often in competition with other teams, which can stand in way of real progress.

When do Teams Make Sense?

• When no individual "expert" exists. • Often superior in stimulating innovation and creativity. • Can help create a context where people feel connected and valued.

Window and Mirror Principle

• Window and Mirror Principle: The tendency of level 5 leaders to: 1. Look in the mirror to apportion responsibility for poor results; never blaming others, external factors, or bad luck. 2. Look out the window to apportion credit for the success of the company - to other people, external factors, and good luck.