MGT 4308 Exam 3 Ch. 9-12

Summary for chapter 11

-A creative leader brings forth ideas for things that did not exist previously -The creative process involves five steps: opportunity/problem recognition, immersion, incubation, insight & verification, and application -Having the right characteristics improves the chances of a person being a creative problem solver & a creative leader -Creativity requires overcoming traditional thinking -Creative thinking can be enhanced by systematically collecting fresh ideas including collecting ideas, establishing idea quotas, * using whiteboards -Brainstorming is a key idea generation method -Generating creative ideas has moral implications -Establishing a climate conducive to create problem solving is a requirement of effective leadership

Speaking & Writing

-Be Credible -Gear your message to the learner -Sell group members on the benefits of your suggestions -Use heavy-impact and Emotion-provoking words -Use anecdotes to communicate meaning -Back up conclusions with data (rational persuasion) -Minimize Language Errors, Junk Words, and Vocalized Pauses (avoid filler words) -Write Crisp and Clear Memos, letters & reports that include a front-loaded message (let listener know early on what you are going to tell them) -Use Business Jargon in Appropriate Doses -Use a Power-Oriented Linguistic Style

Teams

-Characterized by common commitment -accomplish many collective work products -shared Leadership roles Include individual & mutual accountability -Leader encourages open-ended discussions & active problem solving -members discuss, decide, and do real work together

Face-to-face communication networks

-Conversation *factors behind its importance include organizational change & generational change -Peer leadership network: Other leaders -Operational network: coworkers -Personal Networks: outside the org. personal goals -Strategic Networks: outside the org. but business goals

Additional Leadership Practices that Enhance Innovation

-Emphasize transformational leadership if possible -Continually pursue innovation -Take risks & encourage risk taking -Avoid innovation for its own sake -Use loose-tight leadership -Integrate development & production

Communication Networks for Leaders

-Face-to-face communication Networks -Social Media Networks

Methods of Managing Creative Workers

-Give creative people tools & resources that allow their work to stand out -Give creative people flexibility & a minimum amount of structure -Give gentle feedback when turning down an idea -Employ creative people to manage & evaluate creative workers

Leadership Practices for Enhancing Creativity

-Hire creative people from outside and identify creative people from within -intellectual challenge -Empowerment including the freedom to choose the method (give people autonomy) -Ample supply of the right resources -Effective design of workgroups -Supervisory Encouragement & linking innovation to performance -Organizational support -Have favorable exchanges with creative workers -Give financial rewards for innovation *Extrinsic rewards: pay *Intrinsic Rewards: Feeling of Satisfaction

Characteristics of Creative Leaders

-Knowledge -Cognitive Abilities -Personality -Passion for the task & the experience of flow

Fostering Teamwork

-Leader's Personality *inspiring, charm, charisma, personal magnetism, attitude, fairness -informal techniques *using the leader's own resources -Formal Techniques *requires organizational structures & policies

Groups

-May not have a strong commitment -Members sometimes work slightly more independently, produce individual work products -members have a strong leader -emphasize individual accountability -leader runs efficient meeting -more likely to discuss, divide, & delegate

Self-Help Techniques to Enhance Creative Problem Solving

-Practicing creativity-enhancing activities -Staying alert to opportunities -Maintaining an enthusiastic attitude, including being happy -Maintaining & using a systematic place for recording your ideas -Playing the roles of explorer, artist, judge, and lawyer -engaging in appropriate physical exercise

Nonverbal Communication

-Use perfect posture -Use positive head & hand gestures -If standing, stand up straight with feet outward -Speak at a moderate pace with confident voice -Smile frequently and naturally -Maintain eye contact -Gesture in a natural friendly way -Have a big desk or chair

Key Roles of a team based leader

-building trust & inspiring teamwork -Coaching team members & group members toward higher levels of performance, even to the point of being a high-performing transformational team -Facilitating & Supporting the team's decisions -Expanding the team's capabilities -Creating a team identity -Anticipating & Influencing change -inspiring the team toward higher levels of performance -enabling & empowering group members to accomplish their work -encouraging team members to eliminate low-value work

Overcoming Traditional Thinking as a creative strategy

-creative problem solving requires an ability to overcome traditional thinking, the standard & frequent ways of finding solutions to problems -central task in becoming creative is to break down rigid thinking that blocks new ideas -"thinking outside the box" -Group members need to know just how far they can venture from routine thinking -effective leaders establish parameters, even for their creative thinkers -there are merits of thinking creatively by working within constraints

Teamwork actions leaders can take using own resources

-define the team mission -establish a climate of trust -develop a norm of teamwork -develop group emotional intelligence -emphasize pride in being outstanding -serve as a model of teamwork, including power sharing -use a consensus leadership style -Establish urgency, demand performance standards, & provide direction -Encourage competition with another group -engage in ample interaction with the team minimize micromanaging practice e-leadership for virtual teams

teamwork actions generally requiring organization structure or policy

-design physical structures that facilitate communication -emphasize group recognition & rewards -initiate ritual and ceremony -practice open-book management -select team-oriented members -use technology that facilitates teamwork, including social media -blend representatives from the domestic company & foreign nationals on the team

Leadership

-effective leaders are outstanding motivators & coaches -a broad purpose of leaders applying motivation & coaching techniques is to get employees involved in their work & excited about working for the organization -leaders use motivation & coaching techniques to help keep employees engaged

Brainstorming

-generate quantity -avoid criticism -combine and improve on previous ideas encourage free-wheeling

In-group

-given additional rewards, responsibility, & trust in exchange for their loyalty and performance -leader has a good relationship with members -becomes part of a smoothly functioning team headed by the formal leader -group members tend to have a higher level of performance & commitment -group members are asked to participate

Cognitive Abilities

-highly intelligent -Intellectually Curious -Able to think divergently: able to connect unrelated things together

Using the Pet-Peeve Technique

-identifying all potential complaints from anyone who interacts with the group -value comes from helping group improve its work processes

intergroup leadership

-leader must build a shared collective identity across the various teams -leading between two groups -Role for executive-level leaders: -leader needs to coordinate efforts of large teams -leader may even need to lead groups and teams in different organizations -can also take place at middle levels in an organization

the leaders role in the team based organization

-need leaders who are knowledgeable in the team process & can help with the interpersonal demands of teams

Personality

-nonconformist -Self-confident -Thrill-seeking -Energetic -Persistent

Pros of Outdoor Training

-perception that trust, cooperation, communication, self-confidence, appreciation of hidden strengths, & teamwork improve

Cons of outdoor training

-perceptions that team members revert to old behaviors over time -team members come and go, thereby diluting the experience for their group -some team members are exposed to harm or injury

Systematically Collecting Fresh Ideas

-straightforward collection of creative ideas -establishing idea quotas -making whiteboards regularly available for sketching ideas -granting tinkering time (take time to come up with new ideas)

Organizational methods to enhance creativity

-systematically collecting fresh ideas -Brainstorming -using the pet-peeve technique

Summary for Chapter 9

-teamwork is an understanding of & commitment to group goals on the part of all group members -leaders must occupy many roles & employ many strategies (actions) to be an effective team builder -leaders can foster & improve teamwork through actions using their own resources & through actions relying on organizational structures & policy -outdoor training is a popular experimental approach to enhance teamwork, however, opinions about its effectiveness are mixed -according to the Leader-Exchange Model, leaders develop unique relationships with group members that result in an In-group & Out-group -the leader's first impression of a group member's competency plays an important role in placing that person into the In-Group or Out-group

Out-group

-treated in accordance with a more formal understanding of leader-group member relations -less likely to experience good teamwork -group members are treated like hired hands -group members receive little warmth or encouragement

Six Basic Principles of Persuasion

1. Liking: people like those who like them 2.Reciprocity: People repay in kind 3. Social Proof: people follow the lead of similar others 4. Consistency: People align with their clear commitments 5. Authority: people defer to experts 6. Scarcity: People want more of what they can have less of

steps in the creative process

1. Opportunity or problem recognition 2. Immersion: submersing yourself in data 3. Incubation: aha moment 4. Verification and application 5. Insight: implementing your ideas

Expectancy Theory & Motivation Skills

Basic premise: the amount of effort individuals expend depends on how much reward they expect to get in return -individuals want to maximize gain & minimize loss -individuals choose among alternatives by selecting the one they think they have the best chance of attaining -individuals choose the alternative that appears to have the biggest personal payoff -given a choice, individuals will select the assignment they think they can handle the best & will benefit from the most

Chapter 12

Communication & Conflict Resolution Skills

Chapter 11

Creativity, Innovation, and leadership

Chapter 9

Developing Teamwork

Off-site training & team development-outdoor training

Goals are reasonably consistent across different training groups: -discover your strengths & weaknesses -test your limits -work together as a team -have fun -face the essence of who you are & what you're made of participation in experimental activities aimed at building teamwork & leadership skills participants acquire leadership & teamwork skills by confronting physical challenges exceeding their self-imposed limitations emphasis is typically on building not only teamwork but also self-confidence for leadership enhances teamwork by helping participants examine the process of getting things done through working with people

Chapter 10

Motivation & Coaching Skills

The Leader-Member Exchange Model & Teamwork

Proposes that leaders develop unique working relationships with group members

Social Media Networks

Strong versus Weak Ties Direct Versus Indirect Ties

The Expectancy Theory of Motivation

Three Basic Components-all must be present for motivation to take place -Valence -Instrumentality -expectancy

Teamwork

Work done with an understanding and commitment to group goals on the part of all team members

Valence

attractiveness of worth of an outcome

Goal Theory

behavior is regulated by values and goals values create within us a desire to behave in a way that is consistent with them

Team

group of people working together toward a common goal work group that must rely on collaboration of each member to experience optimism, success, and achievement use when there is a clear and compelling reason (job cannot be done by one single person)

Knowledge

knowledgeable about a wide range of information

Conflict Management Styles

o Competitive Style-desire to achieve one's own goals at the expense of the other party, or to dominate o Accommodative style-favors appeasement, or satisfying the other's concerns without taking care of one's own o Sharing Style- prefers moderate but incomplete satisfaction for both parties, resulting in a compromise o Collaborative Style-reflects a desire to fully satisfy the desires of both parties o Avoidant style- combines lack of cooperation and unassertiveness · A leaders personality influences how much conflict he or she has to resolve

Strategies Towards Enhancing Your Listening Skills

o Show respect o Avoid Selective Listening to Problems o Making the rounds § Getting out of your office to have conversations with group members, employees, etc. § Also referred to as "management by wandering around" § Allows the leader to stay alert to potential problems

expectancy

probability that effort will lead to correct performance of the task

Instrumentality

probability that performance will lead to certain outcomes

The Experience of Flow

psychological state that you attain when you are highly engaged in a task

employee engagement

the commitment workers make to their employer

organizational creativity

the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system

innovation

the creation of new ideas & their implementation

Creativity

the production of novel and useful ideas

A Goal is:

what a person is trying to accomplish § Specific § Hard but realistic § Accepted by the person § Used to evaluate performance § Linked to feedback & rewards § Set by individuals or groups § Learning oriented: giving yourself permission to fail in order to be successful later on and learn from your mistakes

Overcoming Cross-Cultural Communication Barriers

· Be sensitive to the fact that cross-cultural communication barriers exist · Challenge your cultural assumptions · Show respect for all workers · Use straightforward language, and speak slowly & clearly · Look for signs of misunderstanding when your language is not the listener's native language · When the situation is appropriate, speak in the language of the people from another culture · Observe cross-cultural differences in etiquette · Do not be diverted by style, accent, grammar, or personal appearance · Avoid racial or ethnic identification except when it is essential to communication · Be sensitive to differences in nonverbal communication · Be attentive to individual differences in appearance

Fallacies about Coaching

· Coaching applies only in one-to-one work · Coaching is mostly about providing new knowledge and skills · If coaches go beyond giving instruction in knowledge and skills, they are in danger of getting into psychotherapy · Coaches need to be expert in something in order to coach · Coaching has to be done face-to-face

Coaching Skills and Techniques

· Communicate clear expectations to group members · Build relationships · Give feedback on areas that require specific improvement · Listen actively · Help remove obstacles · Give emotional support and empathy · Reflect content or meaning · Give some gentle advice & guidance · Allow for modeling of desired performance and behavior · Gain a commitment to change · applaud good results

Expectancy Theory Leadership considerations

· Determine what levels and kinds of performance are needed to achieve organizational goals · Make the performance level attainable by the individuals being motivated · Train & encourage people · Make explicit the link between rewards and performance · Make sure the rewards are large enough · Analyze what factors work in opposition to the effectiveness of the reward · Explain the meaning and implications of second-level outcomes · Understand individual differences in valences · Recognize that when workers are in a positive mood, high valences, instrumentalities, and expectancies are more likely to lead to good performance

Coaching as an approach to motivation

· Effective leaders are good coaches-and good coaches are effective motivators · Coaching is a way of enabling others to act and build on their strengths o To coach is to care enough about people to invest time in building personal relationships with them · The purpose of coaching is to help the employee learn from the job and develop as an employee · Coaching is giving employees the resources they need to make their own decisions

Nonverbal Communication-Videoconferencing & telepresence

· Etiquette tips for making a strong nonverbal presence during a videoconference or telepresence conference: o Choose your attire carefully o Speak in crisp conversational tones and pay attention o Remember the video is always on you o Avoid culturally insensitive gestures

negotiating and bargaining

· Listen first to investigate what the other side wants · Begin with a plausible demand or offer....Or? · Focus on interests, not positions · be sensitive to international differences in negotiating style · allow for face saving

appealing to pride

· Pride in a job well done is an intrinsic motivator that contributes to job performance · Receiving a gift or bonus is an intrinsic motivator · Managers may find their focus should be on pride, not money, as their primary motivating tactic · Extrinsic motivation works well for simple mundane tasks which are not representative of the jobs you ultimately want

using recognition and pride to motivate others

· Recognition is a strong motivator because it is a normal human need · Recognition can be oral, written, or material · Recognition, including praise, is low cost and often motivates employees to elevate their performance

Goal Theory Leadership Considerations

· Specific goals lead to higher performance than do generalized goals · Performance generally improves in direct proportion to goal difficulty · For goals to improve performance, the group member must accept them · Goals are more effective when they are used to evaluate performance · Goals should be linked to feedback and rewards · Group goal setting is as important as individual goal setting Learning goal orientation improves performance more than a performance goal orientation does

Executive Coaching & Leadership Effectiveness

· a form of coaching where managers consult with professional coaches to work towards becoming an effective leader · are hired to: o develop high potentials as leaders or facilitate a leadership transition o act as a sounding board to leaders o address derailing, or failing, leadership behavior · does have downfalls: o coach doesn't thoroughly understand a situation and offers bad/poor/incorrect advice o coach isn't truly qualified though indicates they are leader becoming dependent on the coach

Summary for Chapter 12

· effective leaders are effective communicators · face-to-face communication networks allow for helpful conversations · leaders may develop inspirational & powerful speaking and writing by following a set of suggestions · a power-oriented linguistic style is one way to communicate with inspiration & power · Leaders can improve their communication by following principles or persuasion · Leaders can also develop their use of nonverbal communication, which is especially helpful for videoconferencing and telepresence · Overcoming cross-cultural communication barriers is another leadership challenge

Summary for chapter 10

· effective leaders are outstanding motivators & coaches · Expectancy theory of motivation is useful for developing motivational skills because it is comprehensive, building on other theories of motivation · Expectancy theory has several implications and provides guidelines for leaders · Goal theory is a basic process that is directly or indirectly part of all major theories of motivation · Recognition and reward programs are a direct application of positive reinforcement · Leaders & managers often consult personal executive or business coaches to help them be more effective leaders