exam 2

Coworking

- Coworking involves a shared workplace, often an office, and independent activity - Unlike in a typical office, those coworking are usually not employed by the same organization - Individuals still working independently, but may share values - Counters working in relative isolation, not having a professional address, and being unproductive - share equipment, ideas

What is intrinsic motivation?

- Intrinsic motivation refers to their internal reasons for doing something such as enjoying the task or being interested in it. - For example, are you reading this because you want to get a good grade (extrinsic), or are you interested in learning more about motivation (intrinsic)? - when someone works on a task because they find it interesting and gain satisfaction from the task itself. -when someone works on a task because they find it interesting and gain satisfaction from the task itself. - Gain satisfaction from the task itself -Passionate ab this; more satisfied

Limitations of Trait and Behavioral Theories

- Leaders who have certain traits and who display consideration and structuring behaviors do appear to be more effective. Traits and behaviors do not guarantee success. (Context matters, too) - These approaches represent those that are focused on understanding the behavior of leaders rather than their inborn traits and talents. In contrast to trait theories, the leader behavior approach assumes that leaders are made and not born. In other words, anyone can learn the behaviors needed to be an effective leader.

Leadership Theories

- Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives - Includes the idea that leadership involves directing individuals and groups toward organizational goals. OLD SCHOOL - Trait theory (early & late) - Behavioral theory - Contingency theory NEW SCHOOL - Charismatic Leadership, Full Range --- Leadership, and Transformational Leadership, LMX theory >>>>>> - Authentic/Ethical/Servant Leadership theory

Early Trait Theories

- Systematic research concerned with leadership first focused on the search for individual characteristics that universally differentiate leaders from non-leaders. - Assumptions: People are born with inherited traits. Some traits are particularly suited to leadership. People who make good leaders have the right (or sufficient) combination of traits. -This research was largely atheoretical. - The dominant part of this literature was published between 1930 and 1950. Early trait theory research resulted in controversial findings: "backing the ideas espoused by The Great Man Theory"

Transactional Leadership: Laissez-faire

- This is the near-avoidance of leadership. It is the least active and least effective of all of the leadership styles in the full-range model. - don't rlly have a leader - Could be okay w people who know what they're doing like google -This is the "near-avoidance of leadership," the least active and least effective of all the leadership styles in the full-range model.

Job Design

- the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance - To make jobs more pro-socially motivating: a. Connect employees with the beneficiaries of their work. ex: Relate stories from customers who have found the company's products or services to be helpful. Meet beneficiaries firsthand. -Employees see that their actions affect a real person, and that their jobs have tangible consequences. - Connections make customers or clients more accessible in memory and more emotionally vivid. - Leads employees to consider the effects of their actions more. - Fosters higher levels of commitment. -the process of establishing employees' roles and responsibilities and the systems and procedures that they should use or follow. The main purpose of job design, or redesign, is to coordinate and optimise work processes to create value and maximise performance.

Authentic Leadership

-Authentic leadership is based on positive psychology and psychological theories of self-regulation - The definition of authentic leadership varies for different theories, but they all emphasize the importance of consistency in a leader's works, actions, and values. Additional aspects of authentic leadership include positive leader values, leader self-awareness, and a trusting relationship with followers. - Authentic leaders know themselves and behave in a way that is consistent with what is intuitively right.

What are the main functions of communicaiton in organizations?

-Information: most important Communication of information allows -Choices to by made in different parts of an organization -Facilitates decision-making -Enables data to flow from an organization (most flowed downward) -Control -Motivation -Emotional Expression Communication is more than merely imparting meaning. An idea, no matter how great, is useless until it is transmitted and understood by others. It must include both the transference and the understanding of meaning. There are four major functions of communication control, motivation, emotional expression, and information.

Preventing Social Loafing

-Keep group size small(ish). -Define roles to make free riders more visible and peer pressures to perform more likely. -Increase accountability by making individuals performance expectations clear and specific. -Team Member Roles & Responsibilities Make rewards directly contingent on an individual's performance contributions. -Peer Evaluations Peer pressure has a strong impact on discouraging a social loafer. - two pizza rule: : One Simple Rule for Maximizing Meeting Effectiveness. Amazon CEO Jeff Bezos has this rule: no meeting should be so large that two pizzas can't feed the whole group. This is, of course, a shorthand method for ensuring that, as is often the case with big groups, no one's ideas get drowned out.

Norms

-acceptable standards of behavior that are shared by the group's members. Norms tell members what they ought and ought not to do under certain circumstances. Performance norms provide explicit cues about how hard members should work, what the level of output should be, how to get the job done, what level of tardiness is appropriate, and the like. These norms are extremely powerful and are capable of significantly modifying a performance prediction based solely on ability and level of personal motivation. Appearance norms include dress codes, unspoken rules about when to look busy and the like. Dress like how your colleagues dress Social arrangement norms focus on whom to eat lunch with or whether to form friendships on and off the job. Resource allocation norms include the assignment of difficult jobs, and the distribution of resources, like pay or equipment.

What makes a team successful?

1. Composition: -Ability of individual members -Team Properties: Roles, Norms, Status, Size, Cohesion & Diversity -Flexibility of individual members -Preferences of individual members 2. Context: -Adequate Resources -Leadership and Structure -Climate of Trust -Performance Evaluations and Rewards 3. Process Issues: -Do they actually have a common purpose? -Do they share specific goals? -Do they believe in one another (have team efficacy)? -Is there conflict in the team? -Is everyone contributing (Is there social loafing)? 4. potential group effectiveness + process gains - process losses = actual group effectiveness

Stages of Team Development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Ethical Leadership

4 components of ethical leadership: - Moral sensitivity involves recognizing that our behavior impacts others. -Moral judgment involves always determining the 'right' decision. -Understanding leaders influence the ethical conduct of their followers -Leaders have altruistic (rather than selfish) motivations - - can't always make money while also being ethical

Influence Without Authority using reciprocity

A model of influence without authority can be used in wide variety of situations. The model is based upon the "law of reciprocity" first articulated by Gouldner: the nearly universal belief that if someone does something for you, they should be paid back. The influence without authority process is depicted in. It begins with assuming the other person is your ally and wants to exchange with you. You need to be clear about what your goals are and then understand the other person's situation (showing empathy). Then you identify what you have to exchange (i.e., the currencies) and what you need from them. Dependence is created when you control resources that are important, scarce, and cannot be substituted by others. Examples of such resources are support, loyalty, and extra effort on the job.

Storming Stage

A period of high emotionality and tension among team members > Intra-team Conflict Member challenges -Resistance to constraints on individuality -Who will lead the team? -Formation of coalitions and cliques When complete, there will be a relatively clear hierarchy of leadership within the team

What is a team?

A team is a small number of people with complementary skills who are committed to a common purpose, have performance goals, and are mutually accountable to meet their goal. A work team is interdependent & responsible for a collective work product vs A work group interacts to share information with other members of the group A work group is not interdependent Typically are not responsible for a collective work product Why is the use of teams so popular in organizations? Increased competition has forced restructuring for efficiency and effectiveness Teams may: -Better utilize employee talents -Be more flexible and responsive to change -Increase motivation

Transactional Leadership: Management by exception (MBE)

Active form (MBEA): the leader looks for the follower to make errors and then corrects them; (- active: leader gives feedback, rewards and corrections Passive form (MBEP): leader does not actively look for errors or deviations from work standards, but when she notices them, she takes corrective action. Contingent reward - promising or delivering rewards to followers contingent on their performance (extrinsic)

Team Decision Making

An important function of teams in many organizations is to improve decision making In what ways do teams make more effective and efficient decisions: Accuracy? Small team Speed? Small Creativity? Big Acceptance?

trait theories of leadership

Are there things that many leaders share? - Can be around other people (Not high introversion). - Are able to assert themselves when necessary. - Are disciplined and able to keep commitments they make (conscientious). - Are (generally) creative and not inflexible (Not low openness). Traits do a better job predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders. The trait approach does have something to offer. Leaders who like being around people and are able to assert themselves (extraverted), who are disciplined and able to keep commitments they make (conscientious), and who are creative and flexible (open) do have an apparent advantage when it comes to leadership, suggesting good leaders do have key traits in common. One reason is that conscientiousness and extraversion are positively related to leaders' self-efficacy, which explained most of the variance in subordinates' ratings of leader performance. People are more likely to follow someone who is confident she's going in the right direction.

How can you build your personal power?

Build expertise through advanced training and education. How? Participate in professional associations, and early stages of projects. Enhance likeability by creating personal appeal in relationships with others. What is Appealing to others? Includes pleasant personality traits, agreeable behavior patterns, and attractive appearance. Charisma! Enhance political savvy by learning ways to negotiate, persuade. How? Try to understand the goals of others and the mindset of the majority.

Performing Stage

By this stage, the team has settled its individual relationships and expectations. There is a sense of high morale, team loyalty and trust Marks the emergence of a mature, organized, and well-functioning team motivated by group goals Fully functional and accepted structure For permanent teams, this is the final stage

Trust is not high in the outgroup

Calculated-Based Trust A form of trust is based on keeping records of what another person does for you and what you do for them It is an "arm's length" form of trust in which neither party really becomes that vulnerable to the behavior of the other person The expectations are like contracts, and the consequences of violating trust are punishment or the severing of the relationship

Charisma Leadership

Charisma: a special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader Charisma is often associated with transformational leader behaviors Charismatic leaders act in unique ways that have specific charismatic effects on their followers

Communication Style of Charismatics

Charismatic leaders utilize a colorful, imaginative, open, and expressive communication style. Management by inspiration: -Using metaphors and analogies -Gearing language to different audiences Management by storytelling -Inspiring and instructing by telling fascinating stories To influence others, charismatic leaders depend on: the content of what they say (verbal) the delivery mode body gestures facial expressions animated voice tone -Some individuals are born with traits that make them charismatic. Most experts believe individuals can also be trained to exhibit charismatic behavior.

Norming Stage

Close relationships develop and group demonstrate cohesiveness; strong sense of team identity and camaraderie Member challenges -Holding team together may over supersede task accomplishment. -Sense of cohesiveness may discourage minority views. -Can result in false sense of team maturity. Complete when team structure solidifies and group has assimilated common set of expectations about behavior (norms)

Cohesion

Cohesive groups/teams perform better because they are more motivated and are better able to organize tasks around a common goal(comes from personality match Skill set are complementary, communicate well, SUCCESS!) -cavs winning

Deviance in Groups

Deviance: a full range of antisocial actions by organizational members that intentionally violate established norms and that result in negative consequences for the organization, its members, or both.

Disadvantage Diversity

Diversity - the degree to which members of the group are similar to, or different from, one another. -Increases group conflict especially in the short term. -But...Culturally and demographically diverse groups may perform better over time. May be more open-minded and creative... Faultlines, or perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education.

Factors which influence political behavior?

For most people, those who have modest political skills or are unwilling to play the politics game, outcomes tend to be predominantly negative. The diagram above summarizes the extensive research on the relationship between organizational politics and individual outcomes. There is very strong evidence indicating that perceptions of organizational politics are negatively related to job satisfaction. The perception of politics leads to anxiety or stress. When it gets to be too much to handle, employees quit. When employees of two agencies in a recent study in Nigeria viewed their work environments as political, they reported higher levels of job distress and were less likely to help their co-workers. Thus, although developing countries such as Nigeria are perhaps more ambiguous and more political environments in which to work, the negative consequences of politics appear to be the same as in the United States.

Adjourning Stage

For temporary teams, they prepare to disband Attention goes into wrapping up activities Responses to this stage vary (happy versus depressed over end of the team) A well-integrated team is able to work together in the future - Members of these groups must be able to convene quickly, do their jobs on a tight schedule, and then adjourn—often to reconvene later if needed. Their willingness to disband when the job is done and to work well together in future responsibilities, group or otherwise, is an important long-term test of group success.

What are the bases of power?

Formal (or position) Power (Usually leaders hold these) -Coercive Power- snegative - Reward Power - Legitimate Power- j from being boss Personal (or informal) Power -Expert Power -Referent Power Coercive power—the ability to punish, and this can include threats. For example, a supervisor threatens to write a memorandum to an employee's file for being late all the time. Reward power—the ability to provide incentives or other things valued, such as pay raises, bonuses, and promotions. For example, an employee receives a merit pay increase. Legitimate power—the ability to make a request and get a response due to the nature of the roles between two people (e.g., boss and direct report, a favor-doer and a favor-recipient); it is based upon structural level in the organization or a feeling of obligation. For example, an employee completes a sales report for his boss. Expert power—the ability to influence others due to knowledge or a special skill set or expertise. For example, the information technology department has special skills to troubleshoot computer problems for a manager. Referent power—the ability to influence based upon others' identification with the individual and followers' desire to emulate them; it is based on liking, respect, and admiration. For example, volunteers work hard for a political candidate that they admire.

Group SIze

Group size affects the group's overall behavior. -Large groups are good for gaining diverse input (ideas, different skills, alternate methods). - less effort (tug a war) -Smaller groups are better doing something productive with given inputs. What is the 2 Pizza Rule?

Disadvantages Cohesive

Groupthink is defined as the conformity-seeking tendency of the group, which results in compromised decision making. Due to group pressure, the team does not survey all alternatives and expressions of views that go against the majority of team member are suppressed. Team members apply direct pressure on dissenters and urge them to go along with the majority. The symptoms of groupthink are as follows: -Group rationalization. The team members generate explanations that support their preferred course of action. -Direct pressure. Those who speak out against the group decision are pressured into conformity. -Suppression. Members with differing views don't share them with the group for fear of ostracism and/or ridicule. -Illusion of unanimity. The team members believe that they are in agreement. But in fact, they are not. Dissenting views have been suppressed. Not speaking is interpreted as support for the team decision. Most students recognize groupthink symptoms since they have probably occurred in student project teams. Think about a time when you felt like disagreeing with your team but stayed silent because the team was cohesive or you didn't want to create conflict. You may have been a victim of groupthink.

Norms exert influence on the behaviors of an individual

Hawthorne Studies Performance norms enforced by group members (e.g. sarcasm, ridicule, ostracize those who deviate) Performance Norms: Don't turn out too much work Don't turn out too little work Don't cause problems for colleagues asche study: conformity to social norms (despite disagreeing with them) - elevator clip

How Transformational Leadership Works

How Transformational Leadership Works Creativity - theirs and others. -Decentralization of responsibility. Propensity to take risks. -Compensation is geared toward long-term results. -Inspire greater agreement among top managers about the organization's goals. -Increase follower self-efficacy, giving the group a "can do" spirit. Transformational leaders are more effective because they are more creative, but also because they encourage those who follow them to be creative, too. Companies with transformational leaders have greater decentralization of responsibility, managers have more propensity to take risks, and compensation plans are geared toward long-term results—all of which facilitate corporate entrepreneurship.

Transformational Behaviors: the 4 I's

Idealized influence. Being admired and respected by followers is the core of this leadership component. They are seen as change agents in the organization. Start at certain pt and make things better Inspirational motivation. Leaders inspire others to work hard toward organizational goals by providing challenge. They are positive and upbeat and get others to feel optimistic. Intellectual stimulation. Transformational leaders encourage innovation and new ideas. They listen to followers openly and don't criticize novel solutions to problems. Individualized consideration. Transformational leaders treat each follower as a unique person. They get to know people one-on-one and mentor them. Transformational leaders increase intrinsic motivation by aligning followers' tasks with their own interests and what they value most. Meta-analyses have confirmed that transformational leadership behaviors are positively and significantly related to both productivity and performance ratings by supervisors. Transformational leadership also predicts employee creativity, especially when leaders communicate high expectations for creative behaviors. -Idealized influence? Admired and respected Inspirational motivation? Provides a challenge, positive and upbeat. Intellectual stimulation? Encouraging innovation and new ideas? Maybe not Individualized consideration? Treats each follower as a unique person. Maybe

Trust is high in the in group

Identification-Based Trust- highest degree --This form of trust is characterized by the leader and follower sharing the same goals and objectives --Ppl we really care about Knowledge-Based Trust Level of trust is grounded in how predictable the other person is Developed over time: Through interactions People come to expect the other person to come through for them Information is gathered about the other person

Impression Management

Impression management (IM) - the process by which individuals attempt to control the impression others form of them. -Mostly high self-monitors. -Impressions people convey are not necessarily false - they might truly believe them. -Intentional misrepresentation may have a high cost. Studies show the effectiveness of IM depends on the situation, such as job interviews and performance evaluations. Behaviors people use to protect their self-image and/or change the way they are seen by others Affects interviewing, performance appraisal, and career success Body language is an important part of impression management -For most people, those who have modest political skills or are unwilling to play the politics game, outcomes tend to be predominantly negative. The diagram above summarizes the extensive research on the relationship between organizational politics and individual outcomes. There is very strong evidence indicating that perceptions of organizational politics are negatively related to job satisfaction. The perception of politics leads to anxiety or stress. When it gets to be too much to handle, employees quit.

trait approach

In the trait approach, it is believed that leaders are born with the talent and abilities for leadership. This is in contrast with most other leadership theories, which propose that leadership can be learned. The focus on traits suggests that the best way to ensure effective leadership is to select the right people for leadership positions rather than to train them.

Forming

Initial entry of members to a team Member challenges (uncertainty) - Getting to know each other -Discovering what is considered acceptable behavior -Determining the team's real task / purpose -Defining team rules, structure, leadership This stage is complete when members have begun to think of themselves as part of a team

LMX Theory

It is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers. LMX theory describes how leaders develop different quality exchange relationships over time with various subordinates. Quality of exchange relationship is assumed to involve things such as: mutual trust, respect, affection, support, loyalty. - the quality of the working relationship that is developed with each follower - is defined as the quality of the working relationship that is developed with each follower The LMX model has shown that in a relatively short period of time, leaders decide who is in their "in-group" high LMX and who is in their "out-group" low LMX

Full Range Leadership Model

LEGEND Nonleadership LF: Laissez-Faire (let it be) Transactional MBE-P: Management-by-Exception, Passive MBE-A: Management-by-Exception, Active CR: Contingent Reward Transformational 4 I's - Idealized Influence - Inspirational Motivation - Intellectual Stimulation - Individualized Consideration

Strengths of Team Decision Making

More complete information and knowledge Increased diversity of views Increased acceptance of solutions

What are the components of political skill?

Networking Ability Interpersonal Influence Social Astuteness Apparent Sincerity -ability to effectively understand others at work and to use such knowledge to influence others to act in ways that enhance one's personal or organizational objectives

Important! Influence

Non verbal's are important in how you are perceived. Making direct eye contact and having a relaxed facial expression predicts whether a person is viewed as having power Expansive posture releases hormones that make a person feel more confident Another example of powerful body language is extending one's hand with the palm down for a handshake (This communicates dominance)

Status within a Group also Exerts Influence on the Behavior of Individuals

Norms High status individuals often have more freedom to deviate from norms Group Interaction High status people are often more assertive Status Inequity Perceived status inequity creates disequilibrium and can lead to resentment and corrective behavior Stigmatization Stigma by association

Group Properties

Norms Status Roles Size Cohesiveness Diversity Organizations are composed of (groups of) individuals who work together The properties of groups within an organization, impact the effectiveness of management and leadership

Compare and contrast "minimizing bad" and "maximizing good" impression management strategies.

One goal is to use them defensively to avoid blame for poor performance or ask for forgiveness ("minimizing bad"), and the other goal is to generate respect and liking from other people ("maximizing good").58 The maximizing good tactics are self-promotion, whereby individuals point out their abilities or accomplishments in order to be seen as competent by observers; ingratiation, whereby individuals do favors or use flattery to elicit an attribution of likability from observers; and exemplification, whereby people self-sacrifice or go above and beyond the call of duty in order to gain the attribution of dedication from observers. The minimizing bad tactics include intimidation, where people signal their power or potential to punish in order to be seen as dangerous by observers, and supplication, where individuals advertise their weaknesses or shortcomings in order to elicit an attribution of being needy from observers. For example, supplication would be telling your team members that you didn't do well in statistics courses to elicit their help on a team project. This is an example of trying to influence teammates to see you as needing help. An example of "maximizing good" is exemplification in which a person stays late at work so that others know they are a hardworking employee.

LMX: The Out-Group

Out-group members are not poor performers Out-group members perform to the specifications in their job descriptions but -don't go above and beyond -don't take on extra work -Managed by formal rules and policies -Given less attention; fewer rewards -Outside the leader's communication circle -More likely to retaliate against the organization -Stress from being left out of communication network

Which bases of power are most effective?

Personal sources are most effective. Both expert and referent power are positively related to employees' satisfaction with supervision, their organizational commitment, and their performance, whereas reward and legitimate power seem to be unrelated to these outcomes. Which bases of power are most effective? Personal sources are most effective. Both expert and referent power are positively related to employees' satisfaction with supervision, their organizational commitment, and their performance, whereas reward and legitimate power seem to be unrelated to these outcomes. Coercive power usually backfires.

How and when should different influence strategies be used?

Power is based on how much people depend up on others for necessary resources. A leader's control over resources has been linked with follower perceptions of their power and outcomes of more hope and lower turnover. She presented the following three "lines" of power for leaders in organizations to tap into to gain productive power: 1. Lines of supply. Leaders bring in the things that their group needs such as materials, money, and resources such as rewards and even prestige. 2. Lines of information. Leaders need to know what is happening in the organization that may affect their group's goals. Having access to information from all areas of the organization is an important source of power. Also, knowing who to share information with (and not share it with) is an essential skill that leaders need to develop. 3. Lines of support. A leader needs to be able to innovate to have an impact on the organization. She needs support that allows for risk-taking beyond typical organizational routines. Leaders also often need the backing of other influential managers in the organization to get things done.

Impression Management Strategies

Rational persuasion, inspirational appeal, apprising, collaboration, ingratiation, and consultation were positively related to both task and relationship effectiveness. Pressure was negatively related to both outcomes. Rational persuasion is the only tactic that had stable positive relationships with both task and relationship outcomes. One study found that leaders should engage in the core influence tactics (rational persuasion, consultation, inspirational appeals, and collaboration) to be viewed as transformational leaders by their followers

Are some tactics are more effective than others?

Rational persuasion, inspirational appeals, and consultation are most effective when the audience is highly interested in the outcomes. Pressure tends to backfire. Both ingratiation(a woman wants to get her mother-in-law to like her, she may "kiss up" to her by giving her compliments or gifts.) and legitimacy can lessen any negative reactions from appearing to "dictate" outcomes. Individualistic countries see power in personalized terms and as a legitimate means of advancing their personal ends. US: Prefer rational persuasion Collectivistic countries see power in social terms and as a legitimate means of helping others. China: Prefer coalitions

Influences on Perceptions of Organizational Politics

Research has shown that the job/work context factors have the most influence on POP (i.e., things like the lack of career opportunities and development, mistrust and low LMX). - POP is related to job anxiety (stress), lower job satisfaction, increased turnover, and lower job performance as the meta-analytic studies reviewed above have shown. However, how much control a person has over their work and understanding of what is happening in the organization reduces the effects of POPS on stress and job satisfaction. It is important for a leader to build effective working relationships with all of the members of their work group, and be fair to avoid the emergence of POP.

Role Requirements Change In Different Situations

Role - a set of expected behavior patterns attributed to someone occupying a given position in a social unit Role perception - one's perception of how to act in a given situation. Role expectations - how others believe one should act in a given situation. Psychological contract - (unwritten agreement; expectations between management and employees) Role conflict - situation in which an individual faces divergent role expectations. Zimbardo's prison experiment (People learn new roles quickly!) - Reference Groups: Individuals conform to the important groups to which they belong or hope to belong. Appearance norms

LMX Relationship Development

Role-taking --boss tests commitment of followers ---by offering extra work in exchange for benefits Role-making --mutual expectations established --follower's role clarified Role-routinization --roles become predictable --leader and follower both know what to expect

Social Loafing

Social loafing - The tendency for individuals to expend less effort when working collectively than alone. Q: Is social loafing unethical? Yes Q: How can we prevent social loafing? Smaller group/ figure out and specialize what ur good at Social loafing occurs more often in larger teams where individuals can hide in the team.101 When there is skill redundancy, some team members may feel that their contributions are not valued. If others are slacking, then team members may stop contributing. Team members may not see the goal as valuable or agree with it, so they don't contribute. There are individual differences as well: Research has shown men are more likely to social loaf than women, and those from individualistic cultures are more likely to loaf.

Status also exerts Influence on the Behavior of Individuals

Status - a socially defined position or rank given to groups or group members by others (Status is linked to Social norms) Status characteristics theory - differences in status characteristics create status hierarchies within groups Status is derived from one of three sources: 1. The power a person wields over others 2. A person's ability to contribute to a group's goals 3. An individual's personal characteristics

From traits to behaviors

The failures of early trait studies led researchers in the late 1940s through the 1960s to wonder whether there was something unique in the way effective leaders behave. Behavioral theories examine what leaders actually do. While trait theories provides a basis for selecting the right people for leadership, behavioral theories of leadership implied we could train people to be leaders. Assumptions: Leaders can be made, rather than are born. Successful leadership is based in definable, learnable behavior. This is easier to teach and learn, opens the floodgates to leadership development.

nominal group technique

The nominal group technique - restricts discussion or interpersonal communication during the decision making process. -Group members are all physically present, but members operate independently. -The main advantage is that it permits the group to meet formally but does not restrict independent thinking, as does the interacting group. Research shows that nominal groups outperform brainstorming groups.

LMX: The In-Group

These are the leader's "go to" people in a work group They are dependable, trustworthy, and assist the leader in reaching his or her goals They receive better performance evaluations, higher salary increases and are promoted at a rate faster than their peers Members similar to leader (age, gender) Given greater responsibilities, rewards, attention Within leader's inner circle of communication Stress from added responsibilities

What are typical reactions to power and influence at work?

Three possible outcomes of an influence attempt can be distinguished: 1. Commitment--also known as internalization; a strong effort made and enthusiastically carries out the request. Both attitudes and behaviors change. 2. Compliance--willing to complete the request but does so in an apathetic manner giving minimal effort; behavior only changes. 3. Resistance--opposed to the request and refuses to do it. They may explain why they can't complete it, try to change it, get superiors to change it, delay it or even sabotage the task by doing it wrong; no change in attitude or behavior toward the request.

Weaknesses

Time consuming Conformity pressures Dominance of a few members Ambiguous responsibility Groupthink - situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. Related to norms (norm for consensus) Groupshift (or Group Polarization) - a change between a group's decision and an individual decision that a member within the group would make. The shift can be toward either conservatism or greater risk, but is generally toward a more extreme version of the group's original position. After a group decision, individuals may exaggerate their initial positions xBrainstorming can overcome pressures for conformity

Servant Leadership

Traditional leadership generally involves the accumulation and exercise of power by one at the "top of the pyramid." By comparison, the servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible. he basic idea is that followers are first rather than leaders. Greenleaf's definition of the servant leader is as follows: The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. -Conceptualizing, thorough understanding of the organization -Emotional healing, recognizing others' problems and taking the time to address them -Putting followers first, showing empathy -Helping followers grow and succeed -Behaving ethically -Empowering -Creating value for the community - care for ppl who work for you, but hard bc sometimes ppl don't like coworkers

Trait Theories of Leadership

Trait theories of leadership focus on personal qualities and characteristics. - The search for personality, social, physical, or intellectual attributes that differentiate leaders from non-leaders goes back to the earliest stages of leadership research. Hereditary traits can predict leadership (Galton, 1869) The great 'man' theory (Carlyle, 1840) Both theories espoused the idea that Leadership was a unique either property possessed by extraordinary individuals, and suggested that the traits which leaders possessed were immutable and could not be developed.

Transactional Leadership

Transactional leadership is defined as behaviors that motivate followers through rewards and corrective actions. - leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements -The transactional leader behaviors are as follows (from worst to best):

The Importance of Trust

Trust is a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another. - Trust is related to important outcomes, including risk-taking and job performance. A review of the various definitions of trust offers the following summary: Trust is a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another.

Behavioral Theory

Two studies - Ohio State Initiating structure - task focused Consideration - subordinate focused The Ohio State leadership studies sought to identify the observable behaviors of leaders instead of identifying personality traits. According to the findings of these studies, leaders exhibit two types of behaviors to facilitate goal accomplishment. These behaviors were labeled consideration and initiating structure. Consideration is subordinate focused behavior (people orientated) while initiating structured behavior is task focused. Initiating Structure is the degree to which a leader defines and organizes his role and the roles of followers, is oriented toward goal attainment, and establishes well-defined patterns and channels of communication. Consideration is the degree to which a leader shows concern and respect for followers, looks out for their welfare, and expresses appreciation and support University of Michigan Production-oriented leader Employee-oriented leader The Michigan State leadership studies were initiated by Renis Likert. The objective of these studies was to identify the principles and types of leadership styles that led to greater productivity and enhanced job satisfaction among workers. The Michigan State studies produced similar findings in terms of leader behavior as the Ohio State studies, identifying two broad leadership styles - an employee orientation style and a production orientation style. They also identified three critical characteristics of effective leaders - task-oriented behavior, relationship-oriented behavior and participative leadership. Although the contributions of the Michigan studies should be acknowledged, the Michigan dimensions of employee-centered leadership and production-centered leadership were much less frequently studied in empirical research Both the Michigan State and Ohio state studies conclude that consideration (or employee orientation) correlates more strongly with follower satisfaction (with their job, with their leader etc). While an initiating structure (or production orientation) correlates more strongly with performance or effectiveness (follower perceptions of their leader's performance, their groups performance etc). These findings were supported, in general, by the Meta-analysis carried out by Judge and colleagues. However, in their findings Consideration was more strongly related to leader effectiveness than initiating structure, although both correlations were moderately strong in magnitude.

Trust Antecedents: Trustworthiness

What is an Antecedent? - Predictor of something. So a trust antecedent tells us what comes before trust. When lmx is high (for both a leader & subordinate) it indicates - - -Trustworthiness: each member of the lmx relationship believes in the other in terms of their Ability Benevolence Integrity

Trust Antecedents: Pro pensity

What is propensity? - An inclination or natural tendency to behave in a particular way. Our traits. -When lmx is high (for both a leader & subordinate) it may also indicate - -Trust Propensity: A dispositional willingness to rely on others

What is extrinsic motivation?

a de - linked to reinforcement theory (training ppl to do what you want them to do) -involves the performance-to-outcome instrumentality between the task and a tangible reward. Satisfaction does not come from the task itself but rather from the extrinsic outcome to which the activity leads (e.g., working extra hours to earn a bonus). - short term Performance outcome expectancies Satisfaction comes from the extrinsic reward (e.g., money)

Contingency Theory

a leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style - Contingency theory focuses on followers The main idea is leaders need to select the right (appropriate) leadership style dependent on their followers - Using contingency theories, there is no ideal of 'good' leadership Contingency theories describe how aspects of the leadership situation can alter a leader's influence and effectiveness - Proposed rather than teaching individuals particular leadership behaviors, it was better instead to concentrate on helping people understand their particular leadership style and learn how to match that style to particular situations ex: An example of the contingency viewpoint in action is a manager facing a situation with an employee who regularly shows up late to work. A manager could have a written protocol for this situation in which there is only one option: give the employee notice.

How do you define leadership?

an individual's ability to influence, motivate, and enable others to contribute toward organizational success.

Transformational Leadership:

leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers. (inspire them/intrinsic) -This set of behaviors is most related to positive attitudes, commitment, and performance of followers. - Leadership is active, and this leads to effectivenes ex: t reward sales professionals with free airfare for exceeding the sales quota consecutively for several months.

thin slicing

observing a small sample of someone's behavior and then making a generalization about what the person is like, based on the sample

deviant behavior by individuals at work

pic -Deviant workplace behavior - also known as antisocial behavior or workplace incivility - refers to voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members. When deviant workplace behavior occurs, it can affect employee commitment, cooperation, and motivation. This can lead to performance issues and a lack of job satisfaction. Someone who ordinarily wouldn't engage in deviant behavior might be more likely to do so when working in a group.

What is the communication process?

sender, encoder, channel, decoder, receiver The communication process refers to a series of actions or steps taken in order to successfully communicate. It involves several components such as the sender of the communication, the actual message being sent, the encoding of the message, the receiver and the decoding of the message

What are differences between groups and teams?

• "Team" is generally used in a positive sense, depicting a "well-functioning group" • Thus: Every team is a group, but not every group is a team. (teams are within groups) A work team's members depend on one another and must interact to create something that no one person on the team could create. Work teams create Synergy! Generate more through coordinated effort Are (theoretically) greater than the sum of individual inputs Groups and teams are not the same thing. This exhibit shows that a work group interacts primarily to share information and make decisions to help members perform within his or her area of responsibility. In contrast, a 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.

LMX Relationship Development

•Role-taking--boss tests commitment of followers by offering extra work in exchange for benefits •Role-making--mutual expectations established follower's role clarified •Role-routinization--roles become predictable, leader and follower both know what to expect