MGT 720 CH 8-12
team maintenance functions?
supporting others following other's leads gatekeeping communication setting standards expressing member feelings testing group decisions consensus testing harmonizing conflict reducing tension
Service-Profit Chain
take care of your business internally first, structure and how employees are treated and the rest will work on it's own for the most part.
Antecedents of Groupthink?
High cohesiveness Directive leadership High stress Insulation of the group Lack of methodological procedures for developing and evaluating alternatives Consequential decisions Time constraints
Servant leadership
Transcends self-interest to serve the needs of others, by helping them grow professionally and emotionally. Encourages others in their personal development and helps them understand the larger purpose in their work. embrace feedback where self-serving leaders fear feedback Put service before self-interest. Be resourceful. Listen first to affirm confidence in others. Listen to figure out the will of the group and then further it however she can. Inspire trust by being trustworthy. Be willing to give everything away - power, control, rewards, information, and recognition. Help others find the power of the human spirit and accept their responsibilities. Work exists for the person as much as the person exists for work. =respourceful leadership
New Research in Leadership transformational charismatic authentic
Transformational Leaders Leaders who inspire followers to transcend their self-interests and achieve exceptional performance. Charismatic Leadership A leader's use of personal abilities and talents in order to have profound and extraordinary effects on followers. Authentic Leader A leader who is guided by explicit values that emphasize collective interest (shared purpose?), enabling them to operate at high levels of moral integrity. Not egocentric. -Authentic leaders show to others that they genuinely desire to understand their own leadership to serve others more effectively. They act in accordance with deep personal values and convictions to build credibility and win the respect and trust of followers. By encouraging diverse viewpoints and building networks of collaborative relationships with followers, they lead in a manner that followers perceive and describe as authentic.
team task functions?
initiating activities Seeking informations giving information elaborating concepts coordinating activities summarizing ideas testing ideas evaluating effectiveness diagnosing problems
trust?
it is someone's willingness to show vulnerability during situations to others. It is an attitude that is pretty stable Trust is not either cooperation or confidence. Neither of these necessarily involve risk. We can cooperate with people that we do not trust.
managing vs leading?
managers have responsibility to accomplish a task where leading is about influencing and guiding. Managers are ppl who do things right and leaders are people who do the right thing. managers are efficient want to do things right more procedural. Leaders are effective and want to do that right thing, can rock the boat and challenge authority when needed.
management process vs. leading process?
mng process: Reduces uncertainty Provides stability Components Planning & budgeting Organizing and staffing Controlling & problem solving Leading process: Creates uncertainty Creates change Components Setting organizational direction Aligning people with the direction via communication Motivating people to action Empowerment Gratify needs
4 types of non verbal communication?
proxemics kinesics facial and eye behavior paralanguage
Four Contingency Theories
Contingency theory= what it depends on. 1. Fiedler's contingency theory 2. Path-goal theory 3. Normative decision theory 4. Situational leadership theory
how leaders learn to lead when followers.
-you learn the ways leader-follower interactions operate when you are a follower being led and then when it is your turn to lead, you will lead the way you were led at the time you were a follower.
Skillful leader
"The skillful leader, then, does not rely on personal force; he controls his group not by dominating but by expressing it. He stimulates what is best in us; he unifies and concentrates what we feel only gropingly and scatteringly, but he never gets away from the current of which we and he are both an integral part. He is a leader who gives form to the inchoate energy in every man. The person who influences me most is not he who does great deeds but he who makes me feel I can do great deeds." (Mary Parker Follett, 1918)
Symptoms of Groupthink?
-Illusions of invulnerability: members feel above criticism -Illusions of unanimity: members believe there is unanimous agreement. Silence is misconstrued as consent -Rationalization: viable alternatives not considered, unwillingness to reconsider assumptions -Self-censorship: members do not express doubts or concerns for fear of effect of dissent on cohesion -Illusions of group morality: members believe they are above reproach -Stereotyping the enemy: Competitors are stereotyped as evil or stupid. This leads the group to underestimate its opposition. -Peer pressure: Any members who express doubts or concerns are pressured by other group members to question their loyalty. -Mindguards: some members of the group take it upon themselves to protect the group from negative feedback. Group members are thus shielded from information that might lead them to question their actions
Alternatives for Trust Reconstruction
-first one is termination -second alternative: the violated ask for too much and the other say no and terminates the relationship, even if they know they were wrong -third alt: renegotiate the relationship. almost like forgive and forget. fourth: the victim asks for a reasonable amount of action to earn the trust back.
Leader-Member Exchange
-leader-member exchange (LMX) when forming relationships with your people, you will form two different relationships. An in-group and the out-group. in the in group the leader basically likes you and prefers to work with you and vice versa for the out-group. You will often be self-deceived into not believing that this exist. -treat each of your followers as individuals and be aware if you are treating certain conditions where some have more/better opportunities than other workers.
Defensive Communication?
-ppl are defensive when they feel like they're being attacked, even when you are feel like your being attacked try to be more passive and not defensive
Amy Cuddy's video on nonverbal behavior (body language) -judging? -power-pose vs non power-pose? -fake it till you make it? -can faking it till you make it lead to real change? -overview, final outcome?
-we tend to judge and focus on other's body language -we judge others and make decisions based on that -we can influence our own minds to think and feel a certain way. -power poses show dominant behavior in animals and humans and involves opening up. When doing these power poses, automatically our body starts to increase the amount of testosterone and lower the amount of chemicals that induce stress; this is what powerful leader usually possess and taking a new role can cause this to occur. -non-power poses: we make are selves small. Women tend to do this more than men and it is correlated with the behavior they show. when doing this pose it atomically lowers the amount of testosterone one has and increases the amount of stress. -Faking it till you make it causes our body to change our mind. it involves one forcing themselves to strike power poses and that autonomically changes that person's mind and behavior. Ran an experiment and people who stuck these poses were willing to take more risk and had high testosterone and low stress, and the opposite was true when these people did the non-power poses. Does it lead to real change? tried it on people before they went to a job interview. Ppl with power poses were more likely to get hired, didn't matter what their credential were because every one was somewhat even. What matter was people who stuck these poses had a better presence, more confident, acting like their true selves, more genuine, etc. overview: bodies language can change our mind, our minds can change our behavior, and our behavior can change our outcomes. -faking it till you make it can lead to faking it till you become it. (real change) -tiny little tweak can lead to big change -try and share.
Antecedents of Trust: Trustworthiness
-when determining to trust us, others are evaluating us. -we have no control wether someone is going to trust us or not -we are 100% in control to be worthy for other's trust. -Ability is number one, one must trust in your ability. -integrity is value based and is purely relational. no hypocrisy. Can have integrity in one group and not in another. -Benevolence: is the number one thing people look for when determining if they're going to trust us. It's about intention. Follower want to know what their leaders intentions are. no substitute for caring.
Articles about Lt. Withers and another article about Col. Dowdy
-withers: people escaped one of the holocaust and ppl from the army were suppose to avoid them due to them being ill. So when the army who was a black unit came upon 2 boys they had to decide whether to take in two kids from one of the concentration camp and he decides to take them in. He had empathy and didn't want to lose face of his men for turning them away. everything worked out okay, luckily. -COL dowdy: well thought of by his men, he was a leader but didn't think he was more privilege than his men, he denied AC in his quarters because his men couldn't have it either, and did a lot for his men. He was stripped of his title for disobeying a direct order. he was told to be efficient and go through a city through the fastest route. He disobey because he thought he would loose a lot of men so he did it differently and still accomplished the mission. Dowdy was a very purposeful actor. General Kelly who was Dowdy's boss only cared about himself. General mattis, the top person made quick decisions and stuck with what he first decided.
Two Defensiveness Patterns?
1) Subordinate Defensiveness - characterized by passive, submissive behavior "You are right, I am wrong." 2) Dominant Defensiveness - characterized by overtly aggressive and domineering behavior. "I am right."
Rational Model? (decision making)
1. The outcome will be completely rational 2. The decision maker uses a consistent system of preferences to choose the best alternative 3. The decision maker is aware of all alternatives 4. The decision maker can calculate the probability of success for each alternative most decision makers use this rational model one has all of the information you need and all the information is perfect. since you have perfect information, you can list every single alternatives since you have every choice, you can choose the most optimal choice very unrealistic
I statements? 3 components?
A specific and nonblaming description of the behavior exhibited by the other person (facts) The concrete effects of that behavior (facts) The speaker's feelings about the behavior (talk about the cause and effects of the behavior be careful when expressing feelings/emotions )
Acceptance and Empathy
Acceptance is receiving what is offered, without approbation, satisfaction, or acquiescence, and empathy is the imaginative projection of one's own consciousness into another being. The opposite of both, the word reject, is to refuse to hear or receive - to throw out.
Reflective listening (Verbal)?
Affirm Contact, Paraphrase, Clarify the implicit, and reflect core feelings.
Traits and Behaviors in leaders?
Although having certain traits may predispose individuals to certain behaviors, behaviors are the more important predictor of leadership effectiveness. Individuals who are high in Conscientiousness and Extraversion are more likely to be evaluated as effective leaders, and individuals high in Conscientiousness and Agreeableness tend to improve the performance of the groups they lead. (pp. 40-41). Overall, Conscientiousness was the most consistent predictor of leadership effectiveness (behavior is a strong indicator in leadership effectiveness ) Within the behavioral approach, transformational leadership was the most consistent predictor across a variety of effectiveness criteria (p. 37). Effective leaders must plan and schedule work, support and help their followers, and encourage and facilitate change (p. 41). The largely negative relationship found between passive leadership behavior and effectiveness suggests that even engaging in suboptimal leadership behaviors is better than inaction. Thus, leadership development initiatives should encourage individuals to proactively assume their leadership responsibilities rather than passively waiting to act until problems develop (p. 41). (it is better to do something bad rather than doing nothing at all!)
Preventing Groupthink?
Ask each group member to act as critical evaluator Have the leader avoid stating his opinion prior to the group decision Create several groups to work simultaneously Appoint a devil's advocate Evaluate the competition carefully After consensus, encourage rethinking the position
Power: Compliance or Effectiveness?
Compliance: Focused on doing things right (management) Reward, Coercive, Legitimate power Least effective but most often used my managers Effectiveness: focused on doing the right thing (leadership) Referent, expert power Develop through interpersonal relationships with employees
Behavioral Theories of Leadership
Autocratic Style (my way or highway) A style of leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships in the work environment. Can have a benevolent dictator. Democratic Style (building relationships, participating style) A style of leadership in which the leader takes collaborative, responsive, interactive actions with followers concerning the work and the work environment. ----------Ohio state theory------------ ----------Michigan theory_-------- Initiating structure or production-oriented: getting things done through clear roles and procedures consideration or employees oriented: building relationships and encouraging respect and trust in the work unit.
Techniques for Group Decision Making?
Brainstorming A technique for generating as many ideas as possible on a given subject, while suspending evaluation until all the ideas have been suggested. Nominal Group Technique (NGT) A structured approach to group decision making that focuses on generating alternatives and choosing one. (there is a nominal question that needs to be answered. There is a recorders and facilitator everyone comes up with a potential answer, numerous potential answers then you go person by person asking for their best answer and then move to the next if it is on someones else paper, you cross it off. then people vote privately what they think the first and second best answers are.)
Courage: The ability to step forward through fear
Courage means accepting responsibility Courage often means nonconformity Courage means pushing beyond the comfort zone Courage means asking for what you want and saying what you think Courage means fighting for what you believe Whether leading or following, strive to encourage, not discourage, those around you. stay true to the purpose and help other do the same risk taking is important and that is fear, not just staying in one's comfort zone. 1st most important, looking in the mirror, always look at yourself first and assume responsibility instead of passing blame 2nd after looking at yourself, try to look outside and find purposeful leaders to support. 3rd Give voice to the discomfort they feel when the behaviors or policies of the leader or group conflict with their sense of what is right 4th far end of the paradigm shift: help transform the bad behavior. we collude with the bad behavior if we don't speak up, because you are signaling that the bad behavior is okay.
Normative Decision Model
Decide consult individually consult group facilitate delegate
Dissimilarity in Teams?
Demographic dissimilarity influences absenteeism, commitment, turnover intentions, beliefs, workgroup relationships, self-esteem, and organizational citizenship behavior. Can have positive or negative effects on teams Value dissimilarity negatively related to team involvement
[Using Influence Tactics ]
Develop and maintain open lines of communication in all directions Treat the targets of influence attempts with basic respect Understand that influence relationships are reciprocal (allow yourself to be influenced) Direct influence attempts towards organizational goals
Kinesics?
Different gestures mean different things in different cultures
Criteria for Using Power Ethically?
Does the behavior produce a good outcome for people both inside and outside the organization? Does the behavior respect the rights of all parties? Does the behavior treat all parties equitably and fairly?
Models of Decision Making?
Effective Decision: a timely decision that meets a desired objective and is acceptable to those individuals affected by it
Effective Followers
Effective followers are active, responsible, autonomous in their behavior, and critical in thinking without being disrespectful (?) or insubordinate (?) (-disrespectful: personal, speaking up or disagreeing isn't disrespectful it's basically irresponsible if not done. -insubordinate: not doing what you are told to do, if it's ethically correct to not do what your suppose to do then it is seen as necessary) Effective followers share four essential qualities: -Self-management and self-responsibility. Do not require close supervision. -Other-centered, committed to the organization and its purpose. Not self-centered or self-aggrandizing. -Invest in competence and professionalism (they assume the responsibility to develop themselves) -Courageous, honest, credible As a follower, you are responsible for your behavior, not the reaction of your leaders and peers. Do the right thing.
benefits of teams?
Encourage collaboration and it is also a basic human need.
Facial and eye behavior?
Facial expression and eye behavior are used to communicate an emotional state, reveal behavioral intentions, cue the receiver or give unintended clues.
Basic Interpersonal Communication model; and open ended questions?
Feedback <--------------------------- down ^ (Communicator)->(receiver)->event As the communicator we do not want to leave open ended questions, try to have the receiver communicate back to you that they understand the message
Fiedler's Contingency Theory
Fiedler's Contingency Theory - classifies the favorableness of the leader's situation -Least Preferred Coworker (LPC) - the person a leader has least preferred to work with over his or her career -Task Structure - degree of clarity, or ambiguity, in the group's work activities -Position Power - authority associated with the leader's formal position in the organization -Leader-Member Relations - quality of interpersonal relationships among a leader and group members (-can only be one type of leader and there are some situations where leaders will excel and some situations where they will fail) (Fit between leader's style (task or relationship) and the situation (favorable or unfavorable) Both relations and task oriented leaders can be effective in the right situation.)
Limits of Group Decision Making?
Groupthink - a deterioration of mental efficiency, reality testing, and moral judgment resulting from in-group pressures Group Polarization - the tendency for group discussion to produce shifts toward more extreme attitudes among members
Bad Politics at Work
If there is less amount of the perception of bad politics at work, employees will be satisfied and committed, which will increase their effectiveness.
Assertive communication? (besides using i statements)
In addition to using I-statements: Empathize with the other person's position in the situation Specify what changes you would like to see in the situation or in another's behavior, and offer to negotiate those changes with the other person Indicate, in a nonthreatening way, the possible consequences that will follow if change does not occur.
Information Communication Technology (ICT), and characteristics?
Information databases E-mail Voice mail Smartphones Video conferencing Instant exchange of information across geographic boundaries and time zones Schedules and office hours become irrelevant Normal considerations of time and distance less important
The violation of Trust and timeline
Initial reaction to trust violation Instability, negative affect, ___uncertainty Cognitive activity to determine Degree of violation Assignment of responsibility Degree of negative effects Emotional activity Deal with hurt and anger Assess feelings for other (violator) Response of the violator Guilty as charged Not guilty (or) disagreement Outcome Terminate, renegotiate, restore Timeline of violation of trust: -trusting relationship -trust is violated -state of instability, neg affect, uncertainty. -cognitive activity -response of violator -outcome
Kanter's Symbols of Power?
Intercede for someone in trouble Obtain placements for favored employees Exceed budget limitations Procure above-average raises for employees Place items on meeting agendas Access to early information Have top managers seek out their opinion (always doing things for other)
Leadership & Followership
Leadership - the process of guiding & directing the behavior of people in the work environment (real leaders have an influential relationship with their followers and intend real change on a shared purpose) Formal leadership - the officially sanctioned leadership based on the authority of a formal position Informal leadership - the unofficial leadership accorded to a person by other members of the organization Followership - the process of being guided & directed by a leader in the work environment (just as important as leadership, if ppl followed the right leaders there would be less problems) Influence=power healthy relationships are reciprocal trust and understand expectation is key
leadership is a service and privilege
Leadership is a service. Leaders serve a purpose for the people who made it possible for them to lead - their constituents. They are servant leaders - not self-serving, but other serving. Leadership is a privilege. You can't be motivated by self-interest and expect to be a leader. The instant you feel exempt from the standards of the organization, you cease to be a leader. The leader galvanizes people by living their shared vision.
Action Memo
Leadership is an everyday way of acting and thinking that has little to do with a title or formal position in an organization. Recognize the opportunities for leadership all around you and act like a leader to influence others and bring about changes for a better future. (Even if you are not the leader, act like one so if the days come your ready)
Extra: Six things necessary for good team leadership
Maintain perspective. Keep the purpose (why we are doing what we are doing), goals, and approach relevant and meaningful The team leader must do this for him/herself as well as for the team. If the leader looses perspective, the team members have a responsibility to keep the team on course and to reestablish leadership perspective Build commitment and confidence with positive and constructive reinforcement Strengthen the mix and level of skills of team members Manage relationships with outsiders, including removing obstacles Create opportunities for others Do real work. Demonstrates credibility and provides a role model
New vs old team environments?
New systems are very open and people are able to come up with their own initiatives and how they're gong to get there, and people are encourage to ask why in order to be more productive and inspire new ideas where the old system was very closed and procedural. People followed orders and didn't express any questioning. new: want purposeful actors/leaders team comes up with initiatives, and they chart their own steps. ppl think for themselves and are able to rock the boat. people cooperate using their thoughts and feelings, they link up through direct talk Old: team follow orders from top managers, no one rocks the boat, and people suppress their feeling.
Group Behavior? (4 characteristics)
Norms of Behavior - the standards that a work group uses to evaluate the behavior of its members (some are formal, written down rules. and some will be informal behavior: common sense on how to act) Group Cohesion - the "interpersonal glue" that makes members of a group stick together Social Loafing - the failure of a group member to contribute personal time, effort, thoughts, or other resources to the group Loss of Individuality - a social process in which group members lose self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior
One-way vs. Two-way Communication
One-Way Communication - a person sends a message to another and no questions, feedback, or interaction follow Good for giving simple directions Efficient, but often less accurate Two-Way Communication - an exchange of thoughts and/or feelings, through which shared meaning often occurs. Good for problem solving
Meta-Analysis of Trust Research (Dirks & Ferrin, 2002)
Outcomes -Attitudes Job Satisfaction Commitment Belief in information Turnover (negative) -Citizenship behaviors -Job Performance Antecedents Leadership: Care and Concern Organizational Support Justice: fair treatment, processes, and outcomes Leadership: fair, dependable, integrity (The biggest outcome is that it affects peoples attitudes. when trust is not there, a negative outcome is turnover)
power, influence, and authority?
Power - the ability to influence another person Influence - the process of affecting the thoughts, behavior, and feelings of another person Authority - the right to influence another person
Programmed decisions vs. non-programmed decisions?
Programmed Decision a simple, routine matter for which a manager has an established decision rule Nonprogrammed Decision a new, complex decision that requires a creative solution
MATURE GROUP CHARACTERISTICS ?
Purpose and Mission May be assigned or may emerge from the group Group often questions, reexamines, and modifies mission and purpose Mission converted into specific agenda, clear goals, and a set of critical success factors Behavioral Norms Well-understood standards of behavior within a group Also evolve around performance and productivity.
first steps to repair.
Recognize and acknowledge that a violation has occurred. Determine the nature of the violation (attribution) and admit your contribution. Admit that the act was destructive. Accept responsibility for the effects of one's actions. LOC? LOC=locus of control. internal or external blame.
Decision Making Process? (8 rules)
Recognize the problem and the need for a decision Identify the objective of the decision Gather and evaluate data and diagnose the situation List and evaluate alternatives Select the best course of action Implement the decision Gather feedback Follow up -the first and most important step: recognize the problem and the need for a decision: -a problem can't be solved unless one recognizes there is a problem to begin with. -how you define a problem is important, people define the problem as a solution/ think they know the answer -a lot of the times stop the bleeding by fixing a symtoms but don't know the root cause. Believes the 2nd and 3rd steps should be switch. One should look at data/ all data before defining the solution so one opens themselves to all the data possible. -a decision that you can't implement is worthless. -get people involved early so they buy in to the plan early and understand whats going on
Followership style (4 styles)
Resource: low support, low challenge Present, uncommitted, executes minimum requirements, makes complaints to third parties, avoids the attention of authority. Individualist: low support, high challenge Confrontational, self-assured, independent thinker, self-marginalizing, unintimidated by authority Implementer: high support, low challenge Dependable, supportive, defender, team oriented, compliant, respectful of authority Partner: high support, high challenge Risk taker, purpose driven, holds self and others accountable, confronts sensitive issues, peer relations with authority (-partner is who you would want in your employees. when something needs to be said partners say something. ) (-be appreciative if your follower tell you when something is wrong, take their suggestions and partners aren't personal when suggesting something is wrong)
5 Seasons of CEO Tenure?
Response to a mandate Experimentation Selection of an enduring theme Convergence Dysfunction When CEO first start in a company they have very little knowledge about the company and the change that is required. Therefore their power is very low along with their knowledge. Due to this their task interest is very high along with their information diversity because they are trying to get as much knowledge from as many sources as possible. As time goes on CEO's make a critical mistake because they feel like they know everything and do not need information diversity (only listen to a very few ppl, if any) There task interest is very low after several years and their power continuously rises. CEO performance drops on avg. in year 7. complacency
Interpersonal Forms of Power? (5 types of power)
Reward Power - agent's ability to control the rewards that the target wants Coercive Power - agent's ability to cause an unpleasant experience for a target Legitimate Power - agent and target agree that agent has influential rights, based on position and mutual agreement Referent Power - based on interpersonal attraction Expert Power - agent has knowledge target needs
Reflective listening (Non-verbal)?
Silence is useful for thinking and can be used to determine how to express difficult ideas or feelings when the speaker is using it. For the listener use it to sort out thoughts and feelings and to identify and isolate personal responses. Use moderate amount of eye contact but be aware of cultural differences.
Stewardship
Stewardship is an employee-focused form of leadership that enables followers to make decisions and have control over their jobs. (Lussier & Achua, 2002)
personal credibility and leadership credibility
Strong relationships are built on mutual understanding. Leadership is a dialogue, not a monologue. Dialogue requires both listening to others and sharing of yourself Personal credibility: DWYSYWD - do what you say you will do. Necessary but not sufficient: even a despot can have personal credibility Leadership credibility: DWWSWWD - do what we say we will do. Only arises from relationship. Leaders speak and act consistent with the values of constituents.
Proxemics?
Territorial Space - bands of space extending outward from the body; territorial space differs from culture to culture. Seating dynamics - seating people in certain positions according to the person's purpose in communication ex: X O = cooperation, OXO=noncom ---- ------ x = competition x= com... --- o--------- o
Assertive Communication?
The ability to communicate clearly and directly what you need or want from another person in a way that does not deny or infringe upon the other's rights. Use I-statements rather than you-statements; produce dialogue rather than defensiveness. Matter-of-fact, issue focused and not personal. (talk about the facts as calmly as possible, don't be emotional and make it personal. People will not listen to the facts and take it personally and attack the other person and/or the way they communicated the message)
Loyalty of a follower
The loyalty of each is to the purpose and to helping each other stay true to that purpose. -the only thing that merits our loyalty is our purpose -if a leader goes off of purpose then followers should not be loyal any longer -Culture of personalty (bad) vs a culture of performance (good)
Assumptions of Trust Repair Process and committing to the repair.
Trust has a cognitive and emotional basis. Trust violations effect the interpersonal system and hence have an impact on the parties and the fundamental relationship between them. Trust repair is a bilateral process. -repairing violated trust is difficult. It takes both parties to take part in the process and time committing: Invest time and energy Perceive that the payoff is worth the investment of additional energy Perceive that the benefits to be derived are preferred relative to options for having those needs satisfied in an alternative manner (e.g. forming a relationship with a different party)
Assertive vs. agressive communication?
Verbal: I statements, and honest statements of want; rather than accusations, you statements, and blaming. Nonverbal: attentive listening; rather than sarcastic style and showing of strength. voice: relaxed, firm, well modulated; rather than loud, shaky, cold, and tensed. eyes: open, frank, direct, not glaring; rather than narrow, cold, and glaring. stance and posture: well balanced, straight on, open, and relaxed; rather than hands on hips or crossed, and stiff. hands: relaxed; rather than clinched and finger pointing
vision, mission, values, and PURPOSE???
Vision- where are we going ( this is subject to change) Mission- who, when, and how we will get there (ppl are more purposeful actors rather than mission driven, this can be seen as worthless) Values: rules of enragement and norms of behavior (subject to change) Purpose: why we do what we do (this should absolutely never change)
When trust matters? how it is influenced? meaning of trust?
When trust matters. Trustworthiness attributions are affected by relational issues and become more important when social bonds exist. How trust is influenced by actions of authorities. Information about respect and standing with authorities is the prime determinant of attributions of trustworthiness. Meaning of trust. People respond to benevolent intentions to a greater degree than they do to competence when reacting to authorities. There is no substitute for caring. Trust, when defined as positive intent rather than calculated risk, is especially important during time of crisis and conflict. Trust is a social resource. It takes time to build.
Communicating concerns about performance? (about one's behavior)
Why? The purpose is to improve performance of the employee. Watch your motives. What? Behaviors. Find good ones first, then focus on behavior not meeting standards. Make sure they (and you) understand why their behavior does not meet standards and how to correct it. How do you arrange the meeting? Sends a message before the actual counseling session. In person, e-mail, letter, secretary? Where? Your place or theirs? Power symbols (e.g. seating) depend on severity of problem and if punishment is involved. When? As close to the discrepancy as possible. Time of day considerations? How do you express your concerns? In person? Written? (memo, e-mail, letter, note). Consider speaking to them in person and follow-up in writing. What next? Your behavior following counseling is key. Need to establish normal relations, follow-up but still be supportive. Build efficacy. Remember procedural justice - everyone is watching you. (understand why you want to talk to someone about their behavior and what's your motive, make sure you are there to help. any talk about performance should be documented, so you can look back on a later date and so both parties know the conversation about the performance was understood. Be fair)
Bounded Rationality theory and the model?
a theory that suggests that there are constraints that force a decision maker to be less than completely rational (there are limits with time and money, therefore the information and the alternatives can't be perfect and can't list every single alternative but can list satisfactory solutions, and pick which of the best alternatives would work best for you. ) Model: 1. Managers select the first alternative that is satisfactory 2. Managers recognize that their conception of the world is simple 3. Managers are comfortable making decisions without determining all the alternatives 4. Managers make decisions by rules of thumb or heuristics (Assumes that managers satisfice - select the first alternative that is "good enough" Assumes that managers develop heuristics, short cuts, to make decisions in order to make decisions to save mental activity.)
evidence based picture on trust
ability, benevolence, and integrity lead to- TRUST Leads to- risk taking, task performance, OCB, a negative behavior would be counterproductive behavior (all propensity to trust) (effect of trust as an attitude stronger than effects of trust as personality) -evidence based picture -outcomes are in the right box. -the attitudes and parts of worthiness are in the left box. -personality variable does affect some of these -The statement in the bottom right claims that you have a chance no matter what
Political Behavior
actions not officially sanctioned by an organization that are taken to influence others in order to meet one's personal goals (learn to play politics to survive)
5 types of followers
alienated followers effective followers sheep yes, people survivors passive on y axis and dependent on x axis. top, right, bottom left, right
Self-Managed Teams?
also called self-directed teams or autonomous work groups; teams that make decisions once reserved for managers Their background characteristics predict organizational characteristics Set standards for values, competence, ethics, and unique characteristics in the organization Key to the strategic success of the organization
Kanter's Symbols of Powerlessness?
budget cuts, punishing behaviors, top-down communication; resistance to change (turf protection); assign external attribution, blame others or environment; overly close supervision, inflexible rules, and do job rather than train.
Nondefensive Communication?
communication that is assertive, direct, and powerful. nondefensive communication is what is desired and where one wants to be and should be used. An alternative to defensive communication. Centered, assertive, controlled, informative, realistic, and honest Speaker exhibits self-control and self-possession. Speaker exhibits self-control and self possession Enhances relationship building Listener feels accepted rather than rejected
influence tactics (4 of them)
consultation rational persuasion inspiration appeals ingratiation
The Path-Goal Theory of Leadership
contingency is: -follower characteristics ability level locus of control -workplace environment tast structure work group authority system (how ready are my follower? and one wants their followers to be in the delegating square)
Fundamental Act of Leadership
create purpose for their followers and create it so they truly have strong feelings towards that purpose, and leaders should engrave the same purposes amongst his/her followers
Empowerment? 4 dimensions guidlines
creating conditions for heightened motivation through the development of a strong sense of personal self-efficacy four dimensions: meaning competence self determination impact guidelines: Express confidence in employees and set high performance expectations Create opportunities for participative decision making Remove bureaucratic constraints that stifle autonomy Set inspirational and meaningful goals
Formal vs informal group
formal groups are assigned from a manager in order to get certain task done; informal groups are formed on their own to meet the needs not met by formal groups
Korda's Power Symbols? (3 of them)
furnishing, time, and access.
Cohesion, problems? factors that influence? groups with high cohesion?
groupthink Time Size Prestige External pressure Internal competition demonstrate lower tension and anxiety demonstrate less variation in productivity demonstrate better member satisfaction, commitment, and communication
Politics + and - model. draw graph
perception of politics. If there is then it will lead to a gain in psychological strain. If there is negative amount of perception it will lead to moral. If there is an increase in psy strain then there will be an increase in turnover and if theres a decrease in psyc. strain then there will be an increase in performance if there is an increase in moral then there will be an increase in performance, if there is a decrease in moral then there will be an increase in turnover. 3 neg and 3 pos top is ++ middle is -- and bottom is -+
[Two Faces of Power?
personal gain or social power, used to motivate and accomplish goals
Barriers to Communication? (5 Factors that distort, disrupt or even halt successful communication) (
physical distance- text message, internet, phone status- as ppl move up in the rank, others look at them differently. timid to say certain things to one who outranks them gender differences- ppl respond differently to leaders depending on their gender cultural diversity- different cultures communicate in different ways language- culturally sangs/slang other people might not understand. or trying to use big words
GROUP decision making, pros and cons?
pros: 1. more knowledge through pooling of group resources 2. increased acceptance and commitment due to voice in decisions 3. greater understanding due to involvement in decision stages (slower to come up with a decision but will implement faster; and vice versa for non-group decision making) Cons: 1. pressure in groups to conform 2. domination by one forceful member or dominant clique 3. amount of time required, because group is slower than individual to make a decision
Communication and Interpersonal Communication?
the evoking of a shared or common meaning in another person, and communication between two or more people in an organization. Feedback loop is crucial
Risk Aversion?
the tendency to choose options that entail fewer risks and less uncertainty Many decisions involve some element of risk. Individuals differ in terms of risk aversion. Risk aversion is determined by individual tendencies and organizational factors. To encourage risk taking, must view failure as "enlightened trial and error."
Escalation of Commitment?
the tendency to continue to commit resources to a failing course of action Why it occurs people dislike inconsistency overly optimistic illusion of control sunk costs How to deal with it split responsibility for decisions closely monitor decision makers provide individuals with a graceful exit have groups make the initial decision
3 Trait Theories of Leadership
traits, behavior, and contingency Attempted to identify what physical attributes, personality characteristics, and abilities distinguished leaders from other members of a group. Some evidence that leaders are more intelligent, verbal, cooperative, and have higher level of scholarship. Very few valid generalizations can be made, however.
Managing Up: The Boss?
understand your boss, their goals, pressure they're facing, their strengths and weaknesses, and preferred work style. assess your self and your needs. your strengths and weakness, style, and your stance on authority figure develop and maintain relationships that fits both of your styles, has mutual expectations, keeps communication open, is honest, and is careful about the bosses time and resources.
Paralanguage?
variations in speech send messages What message is sent by: High-pitched, breathy voice Rapid, loud speech Interruptions Tongue clucking -tone of your voice or emphasizing certain words are common ex.
Figure 11.1 The Leadership Grid
y axis: concern for people x axis: concern for results a 9,9 leader gets work done through mutual respect among the work unit and people acting purposefully, ppl work as a team. a 1,1 leader does the min amount of work and effort to get work done. 1,9 leader is focused on building a comfortable nurturing atmosphere. 9,1 leader: work gets done by procedural structure, the human element and team work element is minimized. 5,5 leader is in the middle.. finds a balance between getting work done while still keeping moral and satisfaction at an acceptable level.
