BMGT364 EXAM II
Abusive Supervision
"subordinates' perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact
Five bases of power? Give examples of each.
(1) Coercive • Depends on fear of negative results or punishment • Rests on application (or threat of application) of physical sanctions such as infliction of pain, generation of frustration, etc. (2) Reward • Opposite of coercive power - depends on ability to distribute rewards that others find valuable • People comply because doing so produces positive benefits. Rewards might include pay rates, raises, bonuses, recognition, interesting work assignments, etc. (3) Legitimate • Power owing to one's structural position in the organization or formal group / hierarchy • Broader than the power to coerce and reward. Includes acceptance of the authority of a position by members of an organization (4) Expert • Influence wielded as a result of "expertise, special skill, or knowledge." • As jobs become more specialized, we become increasingly dependent on experts to achieve goals. (5) Referent Based on identification with a person who has desirable resources or personal traits. If I admire and identify with you, you can exercise power over me because I want to please you. • Develops out of admiration of another and a desire to be like that person; it is a lot like charisma. • Explains why celebrities are paid millions of dollars to endorse products in commercials. • Some people who are not in formal leadership positions nonetheless have referent power and exert influence over others because of their charismatic dynamism, likability, and emotional effects on us.
What are the 9 power/influence tactics used to exert power?
(1) Rational Persuasion •Logical arguments and factual evidence •Expert power (2) Inspirational Appeals •Arouse enthusiasm by appealing to that target's values, ideals, and aspirations •Referent power (3) Personal Appeals •Appeals to your target's feelings of loyalty or friendship •Referent or reward power (4) Consultation •Increasing target's support for your plan by seeking their assistance or involving themin the decision-making process. •Reward, coercive, or legitimate power (5) Ingratiation •Get your target in a good mood before asking them for something •Reward power (6) Exchange •Quid pro quo •Reward power (7) Coalitions •Get someone else to persuade your target to comply •Use someone else's support as reason for them to comply •Coercive Power (8) Legitimating •Claims to have the authority to get the target to do something •Verifying its in the policy manual, rules or practices and traditions •Legitimate Power (9) Pressure •Using warnings, demands, threats or persistent reminders •Coercive power
What are the 4 power-balancing tactics?
(1) Reduce Need: B could (not necessarily on purpose) reduce his/her need for what A provides Examples •When the Arab nations put the screws on the West in the oil embargo, the US rationed gas and lowered speed limits, thereby reducing need for oil (2) Find Alternatives B could find alternative sources for the same services Examples •Sally joins a wine-tasting club, where she meets a lot new guys, •Employee keeps his resume circulating (3) Increase Your Offerings A could increase his/her need for B's services (perhaps not on purpose) Examples •B makes his/her services better: US parts manufacturers increase quality control to be more attractive to Japanese •B satisfies additional needs of A's, kind of buy this and get this other thing free (4) Form Coalitions A reduces # of alternative sources for what B provides (not necessarily on purpose) Examples •Coalitions, groups, unions •Sally makes friends with the other girls bill dates. They start refusing to go out with him out of consideration for her
What are the 7 elements of organizational structure?
(1) Work specialization (2) Departmentalization (3) Chain of command (4) Span of control (5) Centralization and decentralization (6) Formalization (7) Boundary spanning
Dysfunctional conflict
(based on effect) Hinders group performance
Shared Leadership
* Distribution of leadership influence across multiple team members * Influence "claiming" and "granting" exchanges * Mutual influence embedded in team member interactions related to providing direction, motivation, and support - Greater utilization of knowledge and expertise - Team identification and mutual accountability - Commitment/engagement
Trait theories of leadership
* focus on personal qualities and characteristics that differentiate leaders from non-leaders. Ø Two conclusions about trait: 1. Traits can predict leadership 2. Traits do a better job predicting the emergence of leaders and the appearance of leadership than distinguishing between effective and ineffective leaders
Formal power vs. personal power
*: Formal power is based on an individual's position in an organization. It can come from the ability to coerce or reward, or from formal authority. (Coercive, Reward, Legitimate) * Personal: comes from an individual's unique characteristics. There are two bases of personal power: expertise and the respect and admiration of others. Personal power is not mutually exclusive from formal power, but it can be independent. ( Expert, Reference)
Status and Group Interaction
- High status people are more assertive - Low status members may not participate - Group creativity may suffer
Status and Inequity
- Perceived inequity creates disequilibrium, which leads to resentment - Poorer individual performance, lower health, intentions to quit for the lower-status member.
Four dimensions of Transformational Leaders
1) Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust 2) Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways 3) Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving 4) Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises
Why teams?
1) Integrate Knowledge, Skills 2) Create Synergy 3) Help Cope with Complexity 4) Foster Motivation & Commitment
Group Decision-Making Techniques
1) Interacting groups: Meet face to face and rely on verbal and non-verbal interactions to communicate 2) Brainstorming: * Generate a list of creative alternatives. No criticism isallowed. * After ideas are recorded, discuss and analyze the best solution. 3)Nominal Group Technique (NGT): Restricts discussion during the decision-making process to encourage independent thinking
What are the five conflict stages?
1) Potential Opposition 2) Cognition and Personalization 3) Intentions 4) Behavior 5) Outcomes
How many types of teams are there?
1) Problem-solving 2) Self-managed 3) Cross-functional 4) Virtual
Why Study Organizational Design & Structure?
1) Strategic Alignment & Bottom Line 2) Potential Source of Conflict & Inefficiency 3) Employee Behavior & Productivity 4) Satisfaction, Stress, & Wellbeing
Contemporary Theories of Leadership
1). Empowering 2) Directive Leadership 3) Shared Leadership 4) charismatic leadership 5) transformational leadership 6) transactional leadership 7) authentic leadership 8) ethical leadership 9) Leader-Member Exchange (LMX) Theory 10) Positive Leadership (Trust and Mentoring)
Explain the Thomas-Kilmann Conflict Modes
1. Competing: High assertiveness + Low cooperativeness (Win-Lose) 2. Collaborating: High assertiveness + Highcooperativeness (Win-Win) 3. Avoiding: Low assertiveness + Low cooperativeness (Lose-Lose) 4. Accommodating: Low assertiveness + High cooperativeness (Lose-Win) 5. Compromising: Moderate assertiveness + Moderate cooperativeness (partial win-partial lose)
traditional view of conflict
1. Conflict is avoidable 2. Conflict is caused by management error in designing organizations or by trouble makers 3. Conflict disrupts the organization and prevents optimal performance. 4. The task of the management is to eliminate conflict 5.Optimal organizational performance requires the removal of conflict
modern view of conflict
1. Conflict is inevitable 2. Conflict arises from many causes, including organizational structure, unavoidable differences in goals, differences in perception and values of specialized personnel and so on. 3. Conflict contributes and detracts from organizational performance in varying degrees. 4. The task of the management is to manage the level of conflict and its resolution for optimal organizational performance 5. Optimal organizational performance requires a moderate level of conflict
The Negotiation Process
1. Preparation and planning: Most important part of negotiation; Establish your BATNA 2. Definition of ground rules Initial offers are exchanged 3. Clarification and justification Explain your position to the other party 4. Bargaining and problem solving Give and Take - try to come to common ground 5. Closure and implementation Formalize your agreement
Which are the three types of conflict?
1. Task conflict: Work content, goals, plans, ideas, projects, etc. Ø How much conflict of ideas is there in your work group? Ø How frequently do you have disagreements within your work group about the task of the project you are working on? Ø How often do people in your work group have conflicting opinions about the project you are working on? 2. Relationship conflict: Interpersonal relationships Ø How much emotional conflict is there in your work group? Ø How much relationship tension is there in your work group? Ø How often do people get angry while working in your group? 3. Process conflict: How the work is done, how to handle the task, how to achieve the goals, and who is responsible for what part, etc. Ø How often are there disagreements about who should do what in your work group? Ø How much conflict is there in your group about task responsibilities? Ø How often do you disagree about resource allocation in your work group?
Process
:Teams should create outputs greater than the sum of their inputs. Potential group effectiveness + Process gains - process losses = Actual group effectiveness Ø COMMON PLAN AND PURPOSE: * Effective teams begin by analyzing the team's mission, developing goals to achieve that mission, and creating strategies for achieving the goals. Teams that consistently perform better have a clear sense of what needs to be done and how * Reflexibility: A team must have a good plan, but it needs to be willing and able to adapt when conditions call for it *** Some evidence suggests that teams high in reflexivity are better able to adapt to conflicting plans and goals among team members Ø SPECIFIC GOALS: Successful teams translate their common purpose into specific, measurable, and realistic performance goals. Specific goals facilitate clear communication. They help teams maintain their focus on getting results Ø TEAM EFFICACY: * a team's collective belief among team members that they can succeed at their tasks * Teams that have been successful raise their beliefs about future success, which, in turn, motivates them to work harder * What can management do to increase team efficacy? Two options are helping the team achieve small successes that build confidence, and providing training to improve members' technical and interpersonal skills. Ø TEAM IDENTITY: * When people connect emotionally with the groups they're in, they are more likely to invest in their relationship with those groups. * a team members' affinity for and sense of belongingness to his or her team Ø TEAM COHESION: a situation when team members are emotionally attached to one another and motivated toward the team because of their attachment Ø MENTAL MODELS: * Team members' knowledge and beliefs about how the work gets done by the team. * If team members have the wrong mental models, which is particularly likely in teams under acute stress, their performance suffers Ø CONFLICT LEVELS: * Relationship Conflict - conflict based on interpersonal incompatibility, tension, and animosity toward others (Almost always bad). * Task Conflict - disagreeing about how to do things, assessments of problems, and what is the best option (Can be good). Ø SOCIAL LOAFING: * The tendency for individuals to expend less effort when working collectively than when working individually. * Effective teams undermine this tendency by making members individually and jointly accountable for the team's purpose, goals, and approach.63 Therefore, members should be clear on what they are individually and jointly responsible for on the team.
Work Team
A group whose individual efforts result in performance that is greater than the sum of the individual inputs (Positive synergy) Goal: Collective performance Synergy: Positive Accountability: Individual and mutual Skills: Complementary
Conflict
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
Status:
A socially defined position or rank given to groups or group members by others
What is org culture?
A system of shared meaning held by members that distinguishes the organization from other organizations.
The Ohio State Studies
After studying over 1,000 dimensions of leaders' behaviors, the Ohio State studies were able to narrow it down to two dimensions - initiating structure and consideration. Initiating Structure ---> Performance * Attempts to organize work, work relationships, and goals Consideration ---> Satisfaction * Concern for followers' comfort, well-being, status, and satisfaction: • Consideration tends to be more effective than initiating structure The Ohio State Leadership Studies demonstrated that leadership involves balancing the well-being of the people who work for you with the efficiency of task completion.
Loci of Conflict
Another way to understand conflict is to consider where it occurs - its locus. There are three sources of conflict: 1. Dyadic conflict: Conflict between two people 2. Intragroup conflict: Conflict occurring within a group or team 3. Intergroup conflict: Conflict between groups or teams
Explain the approach-inhibition theory of power
Approach-Inhibition Theory of Power states that power has the ability to transform individuals' psychological states. Most organisms have been shown to display one of the two types of reactions within the environment. These two types of reactions are approach and inhibition.
contingency theories.
Assumption: No single leadership style is the "best". Leadership effectiveness depends on the proper match between leadership style and the situation. 1. Fiedler Leadership Model 2. Situational Leadership Theory 3. Path-Goal Theory 4. Leader-Participation Model
Departmentalization
Basis by which jobs are grouped together so that common tasks can be coordinated
behavioral theories of leadership
Behavioral theories of leadership: Theories proposing that specific behaviors differentiate leaders from nonleaders. Assumptions: The behavioral theories of leadership focus on the premise that behaviors can be taught and traits cannot, so leaders are trained, not born. The Ohio State Studies
Ethical Leadership
Brown et al. (2005, p. 120) defined ethical leadership as "the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making" •Leader behaves ethically and fosters a climate that reinforces group-level ethical conduct. • Executives set the moral tone for an organization, so they must set and adhere to high ethical values • HelpswithOCBandemployeevoice
Stage III: Intentions
Decisions to act in a given way §Using two dimensions—assertiveness (the degree to which one party attempts to satisfy his or her own concerns) andcooperativeness (the degree to which one party attempts to satisfy the other party's concerns). Ø Five conflict handling intentions: (Thomas-Kilmann)
What is distributive bargaining? (resistance point? BATNA? Target point? Aspiration range? ZOPA? )
Distributive bargaining: Negotiation that seeks to divide up a fixed amount of resources: a win-lose situation. Sometimes called "fixed pie" negotiation. Ø zero-sum conditions—that is, any gain I make is at your expense, and vice versa Ø BATNA: Best Alternative to a NegotiatedAgreement ** Your BATNA determines the lowest value acceptable to you for a negotiated agreement. Any offer you receive that is higher than your BATNA is better than an impasse. Ø resistance point: marks the lowest acceptable outcome—the point beyond which the party would break off negotiations rather than accept a less favorable settlement Ø Target point: defines what he or she would like to achieve Ø Aspiration range: The area between the target and resistance points makes up each party's aspiration range Ø ZOPA
Fiedler Leadership Model
Effective group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control. Least-Preferred Co-worker (LPC) questionnaire determines leadership style (fixed trait) * Relationship oriented (high LPC score) * Task oriented (Low LPC score) ** Match leader's style with degree of situational control - Leader-member relations: trust, respect members have - Task structure: structured or unstructured tasks - Position power: hiring, firing, promotions, rewards.
Stage IV: Behavior
Functional conflicts are usually at the lower range of the continuum, while conflicts that reach the upper range of the continuum are almost always dysfunctional.
Status and Norms
High-status members often have more freedom to deviate from norms and are better able to resist conformity pressures
Distributive vs Integrative Bargaining
In reality, most negotiations are actually "mixed motive" bargaining, including both distributive and integrative elements. Pure win-lose bargaining is rare in part because intangible elements like "relationship" enter into most negotiations. Pure win-win is rare because resources are scarce.
Influence Tactic Effectiveness
Most Effective •Rational persuasion •Inspirational appeals •Consultation Least Effective •Pressure • Combining tactics increases effectiveness • Direction, sequencing, individual skill, and organizational culture modify effectiveness
What is integrative bargaining?
Negotiation that seeks one or more settlements that can create a win-win solution. Working together for a bigger pie.
Pros and Cons of different forms of decision-making (nominal group technique, interacting, brainstorming).
Nominal: * high number and quality of ideas, high task orientation, low cost Brainstorming: low social pressure, low potential for interpersonal conflict Interacting: high commitment to solution
How does team diversity affect team creativity and performance
Overall, the relationship between diversity and team performance is mixed. This suggests that this relationship depends on the context (i.e., there are moderators for this relationship).
Psychological Safety
Shared belief that the team is safe for interpersonal risk taking. It can be defined as "being able to show and employ one's self without fear of negative consequences of self-image, status or career" (Kahn 1990, p. 708)
Strengths and weaknesses of group decision-making.
Strengths: - Generate more complete information and knowledge - Increased diversity of views - Increased acceptance of a solution Weaknesses: -Takes longer - Conformity pressures - Discussions can be dominated by one or a few members - Ambiguous responsibility for the final outcome
Functional conflict
Supports the goals of the group and improves its performance
Team Composition as Inputs
Team composition refers to the overall mix of characteristics among people in a team, which is a unit of two or more individuals who interact interdependently to achieve a common objective. Compositional factors: Ø Abilities of members -High-ability, complementary -Adaptability Ø PERSONALITY OF MEMBERS -Conscientious and open-minded Ø Size of teams: Most experts agree that keeping teams small is key to improving group effectiveness. (affects cohesion and social loafing) Ø Member preferences: When selecting team members, managers should consider individual preferences along with abilities, personalities, and skills. High-performing teams are likely to be composed of people who prefer working as part of a group. Ø Allocation of roles: Teams have different needs, and members should be selected to ensure all the various roles are filled. Ø Diversity of members * Organizational demography: The degree to which members of a work unit share a common demographic attribute; such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover. Ø Cultural differences * cultural diversity seems to be an asset for tasks that call for a variety of viewpoints. * Evidence indicates cultural diversity interferes with team processes, at least in the short term * teams with more high cultural-status members than low cultural-status members realized improved performance... for every member on the team.
Conformity
The adjustment of one's behavior to align with the norms of the group. People conform to the social group that are important to them, i.e. reference groups: 1)Groups in which a person is aware of other members 2)Defines self as a member 3)Believes group members to be significant.
What is power?
The capacity that A has to influence the behavior of Bso that B acts in accordance with A's wishes Power is a function of dependence: occurs when Ahas something that B requires/desires.
Cohesiveness:
The degree to which group members are attracted to each other and motivated to stay in the group * Performance-related norms are the moderating variable for cohesiveness and productivity * Smaller size can encourage group cohesiveness.
Positive Leadership
Trust is defined as a state that exists when you agree to make yourself vulnerable to another because you have a positive expectation for how things are going to turn out. Mentor: a senior employee who sponsors and supports a less-experienced employee, a protégé - Mentoring programs benefit both mentors and protégés
Preferred Power Tactics by Influence Direction
Upward: Rational persuasion Downward: * Rational Persuasion * Inspirational appeals * pressure * Consultation * Ingratiation * Exchange * Legitimacy Lateral Influence: * Rational Persuasion * Consultation * Ingratiation * Exchange * Legitimacy * Personal appeals Coalitions
What is team effectiveness model? Which contextual, compositional and process factors influence team effectiveness?
We can organize the key components of effective teams into three general categories. First are the resources and other contextual influences that make teams effective. The second relates to the team's composition. Finally, process variables are events within the team that influence effectiveness.
Empowering Leadership
a leadership style that involves sharing power with subordinates and raising their level of autonomy and responsibility Four dimensions of Empowering Leadership 1) Enhance the meaningfulness of employees' work 2) Promote participation of employees in decision making 3) Express confidence in employees' performance 4) Provide autonomy from bureaucratic constraints
Directive Leadership
associated with behaviors aimed at actively structuring subordinates' work through providing clear directions and expectations regarding compliance with instructions.
The By-Stander Effect
individuals fail to respond to an event demanding proactivity when others who are capable of taking actions are similarly aware of the situation
The Status Characteristics Theory
states that differences in status characteristics create status hierarchies within groups. It suggests that status is derived by 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
Reputation
the way other people think and talk about you. -Develop a trustworthy reputation - competence and integrity. -Can help future negotiations
Status and Stigmatization
¡People who are stigmatized can "infect" others ¡Stigma by association
Group Status
¡Us versus them mentality influences how society treats ingroups and outgroups
Early theories of leadership
·1) trait theories of leadership 2) behavioral theories of leadership 3) contingency theories.
Charisma and Situational Dependency
Ø Charisma is strongly correlated to high performance and satisfaction §Best used when •Environment is uncertain or stressful •Ideology is involved §Most closely associated with upper-level executives §People are most receptive to charisma when there is a crisis Dark Side: Some leaders: Use organizational resources for personal benefit Allow self-interest and personal goals to override organization's goals
Charismatic Leadership
Ø Charismatic leadership theory: Attributions of heroic leadership abilities when followers observe certain behaviors § Vision and articulation § Personal risk taking § Sensitivity toward followers § Unconventional behaviors ØBorn or made? Charisma is partially attributed to genetics and partially to training and experience Ø Developing an aura of charisma: § Be optimistic § Be passionately enthusiastic §Communicate with body, not just words § Tap into emotions
Stage I: Potential Opposition
Ø Communication § Barriers exist § Semantic difficulties, misunderstandings, "noise" § Too much or too little Ø Structure § Group size, age, diversity § Organizational rewards, goals, group dependency Ø Personal Variables § Personality types § Emotionality § Preferences and values
Stage V: Outcomes
Ø Conflict is constructive when it... •Improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity, provides the medium through which problems can be aired and tensions released, and fosters an environment of self-evaluation and change. Ø Conflict is destructive when it... •Breeds discontent, reduces group effectiveness, and threatens the group's survival.
Centralization
Ø Degree to which decision making is concentrated at a single point in the organization Ø Highly centralized when top managers make all the decisions §Decentralized when front line employees and supervisors make decisions Ø Trend is toward increased decentralization
Work Specialization
Ø Describes the degree to which activities in the organization are subdivided into separate jobs Ø Also known as division of labor Ø Benefits * Greater efficiency and lower costs Ø Costs * Human costs when carried too far * Job enlargement as a solution
Leader-Member Exchange (LMX) Theory
Ø Leader-member exchange (LMX) theory: supports leaders' creation of ingroups and outgroups § Subordinates with ingroup status will likely have higher performance ratings, less turnover, and greater job satisfaction § Higher frequency of promotion § Greater organizational commitment § Organizational citizenship behavior
Leader-Participation Model
Ø Leader-participation model: provides a set of rules to determine the form and amount of participative decision making in different situations (The way leader makes decisions matters!)
How to manage conflict?
Ø Minimize counterproductive conflict: § Recognize when there really is a disagreement § Resolve conflicts by encouraging open, frank discussion focused on interests rather than issues. § Have opposing groups pick important issues and work for mutual satisfaction § Emphasize shared interests
What Is Organizational Structure?
Ø Organization: system of consciously coordinated activities or forces of two or more people. Ø Organizational Structure: Defines how job tasks are formally divided, grouped, and coordinated Ø Organizational chart: A graphic representation of formal authority and division of labor relationships.
Path-Goal Theory
Ø Path-goal theory: it's the leader's job to provide followers with information, support, or other resources necessary to achieve goals Ø Built upon the Expectancy Theory of Motivation • Directive leadership yields greater satisfaction when tasks are ambiguous or stressful • Supportive leadership results in high performance and satisfaction when tasks are structured • Directive leadership is perceived as redundant by employees with high ability or experience
Stage II: Cognition and Personalization
Ø Perceived Conflict: Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise Ø Felt Conflict: Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility
Power Bases and Outcomes
Ø Personal sources are the most effective Ø Expert and referent power are positively related to performance and commitment Ø Reward and legitimate power are unrelated to organizational outcomes Ø Coercive power is negatively related to employee satisfaction and commitment
How does individual differences affect negation performance?
Ø Personality Traits § Little evidence to support § Disagreeable introvert is best Ø Moods & Emotions § Showing anger helps in distributive negotiations § Positive moods help integrative negotiations Ø Culture § Negotiating styles vary across national cultures Ø Gender Differences § Men are slightly better § Many stereotypes against females - low power positions
Contextual factors as Inputs
Ø Presence of adequate resources: Teams are part of a larger organization system; every work team relies on resources outside the group to sustain it. A scarcity of resources directly reduces the ability of a team to perform its job effectively and achieve its goals. Ø Effective leadership and structure: Teams can't function if they can't agree on who is to do what and ensure all members share the workload. Agreeing on the specifics of work and how they fit together to integrate individual skills requires leadership and structure Ø Climate of trust in the team: Trust is the foundation of leadership; it allows a team to accept and commit to the leader's goals and decisions. Members of effective teams exhibit trust in their leaders.21 They also trust each other. Interpersonal trust among team members facilitates cooperation, reduces the need to monitor each other's behavior, and bonds individuals through the belief that members won't take advantage of them. Members are more likely to take risks and expose vulnerabilities when they can trust others on their team. Ø Performance evaluation and reward system Individual performance evaluations and incentives may interfere with the development of high-performance teams. So, in addition to evaluating and rewarding employees for their individual contributions, management should utilize hybrid performance systems that incorporate an individual member component to recognize individual contributions, and a group reward to recognize positive team outcomes -Equitable and reflects team contributions
Strategies in Distributive Bargaining
Ø Research shows that when you're engaged in distributive bargaining, one of the best things you can do is make the first offer and make it an aggressive one. § Shows power. § Establishes an anchoring bias. § Showing anger helps in distributive negotiations
Servant Leadership
Ø Servant Leaders: Go beyond their own self-interest and focus on opportunities to help followers grow and develop Ø Effects of servant leadership: § Higher levels of commitment to the supervisor, self-efficacy, and perceptions of justice § Increased team potency and higher group performance § Higher levels of creative performance
Situational Leadership Theory
Ø Situational leadership theory (SLT): successful leadership depends on selecting the right leadership style, contingent on the followers' readiness (i.e., abilities and motivation) to accomplish a task 1) Unable and unwilling: give clear and specific directions. 2) Unable but willing: display a high task orientation to compensate and high relationship to get them "buy into" the leader's desires. 3) Able but unwilling: use supportive and participative styles 4) Able and willing: don't need to do anything
Substitutes and Neutralizers of Leadership
Ø Substitutes: Replace the need for a leader's support or ability to create structure Ø Neutralizers: Leadership becomes irrelevant
Leadership
Ø The ability to influence a group toward the achievement of a vision or a set of goals. §Not all managers are leaders, and vice versa
General Dependence Postulate
Ø The greater B's dependence on A, the more power A has over B Ø What creates dependence? When the resource you control is: § Important § Scarce § Non-substitutable
Span of Control
Ø The number of employees a manager is expected to effectively and efficiently direct Ø Determines the number of levels and managers an organization has Question: Which is better - wide or narrow span? why? * Trend is toward wider spans of control * Wider span depends on knowledgeable employees * Affects speed of communication and decision making
Transactional versus Transformational Leadership
Ø Transactional leaders: Motivate their followers in the direction of established goals by clarifying role and task requirements Ø Transformational leaders: Inspire followers to transcend their own self-interests for the good of the organization Ø Transformational leadership is more strongly correlated with: §Lower turnover §Higher productivity §Lower employee stress and burnout §Higher employee satisfaction Transactional and transformational leadership complement each other; they aren't opposing approaches. The best leaders are transactional andtransformational.
Chain of command
Ø Unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom §Authority: positional rights §Unity of command: one boss: As organizations change, this concept is becoming less and less important.
Power/Influence Tactics
Ø Used to translate power bases into specific actions that influence others § Some are more effective than others
Leadership Effectiveness
ØA leader's performance in influencing and guiding the activities of his or her unit toward achievement of its goals.
Authentic Leadership
ØAuthentic leaders know who they are, what they believe in and value, and act on those values and beliefs openly and candidly §Create trust §Encourage open communication §People have faith in them
Strategies in Integrative Bargaining
ØIntegrative bargaining: A win-win solution is possible Ø But: § Parties must be open with information and candid about their concerns § Both parties must be sensitive regarding the other's needs §Parties must be able to trust each other § Both parties must be willing to be flexible
Workgroup
• A group that interacts primarily to share information and make decisions to help each group member perform within his or her area of responsibility. People may be working relatively independently. • Little to no synergy - output is simply sum of individual efforts. Goal: Share information Synergy: Neutral (sometimes negative) Accountability: Individual Skills: Random and varied
Multiteam Systems
• Collections of two or more interdependent teams that share a superordinate goal. -A 'team of teams' -Multiteam systems perform better when they have "boundary spanners" whose job is to coordinate with members of other subteams. • Example: Emergency response teams (firefighters, doctors, police, etc. coming together)
Virtual Teams
• Computer technology ties dispersed team together. • Managing virtual teams: -Ensure trust is established among members -Monitor progress closely -Publicize the efforts and products of the team throughout the organization
Cross-Functional Teams
•Members from same level, but diverse areas, within and between organizations •Exchange information •Develop new ideas and solve problems •Coordinate complex projects •Development may be time consuming due to complexity and diversity •Example: Project teams with members from accounting, finance, operations, etc.
Problem Solving Teams
•Members often from the same department •Share ideas or suggest improvements •Rarely given authority to unilaterally implement any of their suggested actions. They only make recommendations. •Example: Consulting teams that only make recommendations
How to turn individuals into team players
•Selection: Need employees who have the interpersonal as well as technical skills •Training: Workshops on problem-solving, communications, negotiation, conflict-management, and coaching skills •Rewards: Encourage cooperative efforts rather than individual ones
What are the optimal conflict levels?
•Task conflict at moderate level can help individuals seek clarification or new ideas on how to accomplish their goals. •Relationship conflict is almost always dysfunctional. •Low levels of process conflict represent functional conflict.
Self-Managed Work Teams
•Team takes on some supervisory responsibilities: -Work planning and scheduling -Assigning tasks -Operating decisions -Taking actions/implement -Working with customers • Not always effective. • Effectiveness is dependent on the situation, such as reward system and psychological safety. Example: Entrepreneurial teams.
