UGBA 105 Chapter 9-12

Servant Leadership

(altruistic) Serving the needs of others -- go beyond their self-interest and focus on the growth and opportunities for followers. There are several positive effects of servant leadership: - OCB - emphasis on growth -> Creative performance - team potency (the belief your team has above-average skills and abilities) -> higher group performance More popular in East Asian cultures.

Problem-Solving Teams

**make recommendations** A long time ago the effect is seen on quality-control teams, where teams meet at a regular time (weekly or daily) to address quality standards of product. Now, this is simplified into problem-solving teams, where groups of 5-12 employees from the same organization meet weekly to discuss ways of improving work environment, quality, and efficiency. Problem-solving teams rarely have the authority to single-handedly implement their suggestions, but if complemented with an implementation process, then significant improvements can be made. ex: kind of like diversatech

2 Behaviors that Indicate Leadership

- Initiating Structure: similar to the function of a good manager, Initiating structure refers to a leader who sets clear roles / goals for leaders and employees. They assign followers particular tasks, set deadlines, and set standard for performance. Initiating Structure is the extent to which a leader defines and set clear roles for himself and the subordinates in achieving certain goals. -Consideration: The extent to which a leader's job relationship is characterized by mutual trust, respect for employees' ideas, and regard for their feelings. In the u.S, 66% of U.S employees indicated that what most motivated them at work is appreciation. Followers of leaders who are high in consideration are more satisfied with their job, show respect for leaders, and more motivated. Followers of leaders who are high in initiating structure show higher productivity, higher evaluation performance

Written Communication

- Letters (oldest and most enduring -- may be more lasting and signaling an official doc and may be more personal) - PPT: visual guide, engaging, can explain complex topics, but may be impersonal - E-Mail: 3.1 billion active email users worldwide, cheaply written, edited, sent, and stored. but a lot of time is wasted in processing emails (28%) and there is a 650 billion lost. advice: 1.) keep subject line short and topic-related 2.) greeting 3.) keep sentences short, but not curt (still have tones, emotions, and tone) write bullet points 4.) don't use text language 5.) check spelling 7.) reply back in 24 hrs -Instant message -text message -social media websites (most CEOs use LinkedIn, Twitter, none use FB) -APPs -Blogs

What are the results of the behavioral theory tests?

- there are different international preferences for initiating structures and consideration. Consideration - works best for countries / cultures with humane orientation. (Brazil) [for cultures that do not value unilateral decision making] Initiating Structure - works best for countries / cultures with task orientation. [France] some countries may value both dimensions as equally important.

Team Contexts

1.) Adequate Resources -- resources such as timely information (information that is useful just on time), equipment, staffing, etc. Studies showed that one of the most important characteristics of effective work group is the support that the group receives from the organization.

Cultural Barriers

1.) Barriers caused by semantics - some words are special to certain cultures "komoreibi" (words mean different things to different people) 2.) Barriers caused by connotation - words imply different things in different languages (hai -- means I am listening rather than I agree) 3.) Barriers caused by tone differences (using a informal style when in some culture, there is a distinct difference between formal and informal tone can create conflicts). 4.) Differences in tolerance for conflict and method of resolving - different for collectivist vs. individualistic countries.

What characteristics from the Big Five Framework would contribute to leadership effectiveness?

1.) Extraversion is the most predictive trait (although it may related more to the emergence of leader rather than leadership effectiveness). 2.) Conscientiousness 3.) Openness Conscientiousness and Extraversion lead to self-efficacy, and people are more likely to follow leaders who are confident in themselves.

What are the challenges of trait theories and behavior theories?

1.) Figuring out if a trait or behavior can predict a particular outcome. 2.) Figuring out if certain combinations of trait and behavior would predict a particular outcome 3.) Figuring out the causality of trait to behavior so far, we only know that having desirable traits and behaviors would lead to effective leadership. We need further research beyond that.

Key Characteristics That Leads to a Trustworthy Leader

1.) Integrity: honesty and truthfulness (honesty rated by leaders as the most important quality). Integrity means there is an alignment between what you say and do. 2.) Benevolence: The trusted leader has your best interest at heart, even if their best interests don't align with yours. 3.) Ability: The personal's interpersonal and technical skills

Why do people decide whether to use automatic processing or controlled processing for reacting to a persuasive message?

1.) Interest level - depends on the level of impact that a decision will have in your life. More interested, more likely to have controlled process because the consequence is usually greater. 2.) Prior Knowledge - A well-informed audience is much harder to be persuaded by superficial reasons. I.E: it's hot in SF so you should buy a house with swimming pool!" This option has low cost-benefit so it doesn't make sense. 3.) Personality - A person with high need for cognition (the desire to constantly think and learn) are more likely to resort to controlled processing while a person who relies on emotions and intuition are much more likely to rely on automatic processing. 4.) Message characteristics - if the persuasive message is communicated through lean channels, then automatic processing is likely to follow. for ways that lead to automatic processing, use emotionally laden vehicles to convey message. for ways that lead to controlled processing, use rational arguments and evidence that make your case.ba

Barriers to Effective Communication

1.) Lying -- especially strong barrier to effective communication because lies are told often and they are hard to detect 2.) filtering -- when sender manipulates information and tells receivers the information that sounds favorable. (tell boss he looks great or tell boss the good news instead of the bad news) -- more common in vertical organizations and places where there are status differences. 3.) Selective perception -- receivers in communication selectively see and hear based on their experience, background, interest, motivation, expectation. When Amber communicates with Michelle, Michelle only listens to the part where Amber agrees with her that the interns are bad. 4.) Language -- age and context may hinder because language used are different 5.) Emotion -- bad emotion is easier to lead to emotional judgements 6.) Information overload -- when information inflow exceeds person's capacity to process information (eliminating technology devices is a good way to reduce information overflow) IT creates work-life conflict. 7.) Silence -- absence of information and lead to ongoing problems 8.) Communication Apprehension - 5-20% of population suffers from communication apprehension, or social anxiety in oral communication, written communication, or both. (most of the times it is on oral communication)

What are communication's five major functions?

1.) Management [aka maintain control over members]- communication manages member behaviors such as when members of a company follow company policies + follow job descriptions (formal communication). Informal communication (harassing or teasing in workgroup in order to show disproval of someone talking too much) manages behavior too. 2.) Feedback - Communication creates feedback by making clear what the employees need to do, give feedback on their progress, and how they can improve their performance in the future. 3.) Emotional Sharing - ex: sharing with Amber my frustration by talking to her. 4.) Persuasion - may be good or bad (it can be good if, say the leader wants to persuade members into CSR, but may also be bad if persuading others into breaking the law, etc.) 5.) Information exchange - members use communication to share the information needed to make a decision (ex: Jas and I need to both exchange different pieces of the test in order to decide whether to ask Brady to create a new session).

Modes of Communication

1.) Oral Communication - pros: speed, feedback, and exchange, con: message becomes distorted if passes through a number of people Forms of oral communication: - meetings: requires good interpersonal skills, need voice (words that contribute value to meetings. A lack of voice means barrier to contribute input. - videoconferencing and conference calling: 65% of all remote meetings are done through conference calls only. Suggestions to videoconferencing/conference calls: 1.) set more explicit agendas and firmer rules than F2F 2.) callers should begin by introducing themselves, their roles on projects, and what they are looking for in the meeting 3.) Leaders should talk 40% of time and listen 60% of time 4.) distribute discussions questions before meeting, and take note of each respondent's answer during the meeting 5.) have a moderator (not leader) and a secretary (not leader) 6.) get a good sense of whether the employees prefer videoconferencing or conference calling ahead of time and whether the employees know how to use the technology. - telephone: fast, effective, and less ambiguous than email, but overlooked (there are new technologies now that solve these problems).

Size of Teams

7 plus or minus 2 is the magic number enough to feed everyone with two pizzas team that is too big can have their cohesiveness and accountability decline

Situational Leadership Theory (SLT)

A contingency theory that focuses on the follower's readiness depending on the follower's readiness, the leader should choose one of the four behaviors: 1.) If followers are unready and unwilling, then leaders must provide specific directions 2.) If they are unready but willing, leaders must maintain task orientation to compensate for the lack of ability and uphold relationship orientation to keep up their mentality. 3.) If they are ready but unwilling, then leader must use supportive and participative style to stimulate motivation 4.) If they are ready and willing, then leaders don't need to do much.

Controlled Processing

A detailed consideration of evidence and information relying on facts, figures, and logic. This is something you have carefully researched, and requires effort and energy. ex: choosing college (do research, detailed evidence of figures, facts, and logic)

Workgroup

A group that interacts with each other and makes decisions to help each member perform. (Simply information gathering and sharing, and creates no positive synergy nor is there an opportunity to engage in collective work with joint effort). The output is simply the sum of individual contribution.

Workteam

A group where individual efforts result in performance greater than the sum of individual inputs. This positive synergy is created through coordination. The extensive use of team have the POTENTIAL to generate greater outputs with no increase in inputs.

Automatic Processing

A relatively superficial consideration of evidence and information making use of heuristics (takes little time and low effort and is based on emotion). RELY ON intuition and emotion disadvantage: may be easily fooled by a variety of tricks (like ads, cool bottle cap etc.) ex: like buying the candy jacket

Mentoring

A senior employee who sponsors and supports an employee who is less experienced. Formal mentoring: there are assessments to employees' potential and match with mentor in appropriate organizational functions. Informal mentoring: Occurs when leaders identify a less experienced employee but sees potential in them. For both formal and informal mentoring, the purpose is to show how the organization really works outside of its formal structures, etc. Mentor maybe effective not because of the functions they provide, but the resources followers can obtain: like a network. The gains are primarily psychological: like boosting self-confidence, instead of career oriented.

Team Efficacy

A team's collective belief that they can succeed at their tasks.

Leader-Member Exchange Theory (LMX)

A theory that supports leaders' creation of in groups vs. outgroups. Subordinates with in group status will have higher performance ratings, less turnover, and greater job satisfaction. In group members have personality, demographic (esp gender), and attitude characteristics similar to the manager. Leader does the choosing, but the follower's characteristics drive the choosing. Members who are favored (in-group) receive higher performance ratings, engage in more OCB, and report higher satisfaction. Both in group and out group realize the negative effects of LMX. In group members may show higher performance, but the team as a whole may become uncoordinated.

Grapevine

An organization's informal communication network: small talks, informal talks, gossips. Managers can use grapevines to get a feel for morale, identify issues, and find ways to

10-1 Why Have Teams Become so Popular

Analyze the continued popularity of teams in organizations.

Why are teams popular?

Because they are effective. Teams are more flexible and responsive to changing events than traditional departments. They may also influence individual's mindset by introducing a collaborative mindset when it comes to personal decision making. However, according to an OB Poll, 25% of people seem to prefer working in teams, while 95% people admit teams serve an important function (hypocritical).

Transformational Leader and Charismatic Leadership

Both inspire followers through words, ideas, and behaviors.

Are charismatic leaders born or made?

Both! Individuals are born with traits that make them charismatic, and certain personality traits (extraversion, self-confidence, and achievement) are more likely to contribute to charismatic leadership. Charismatic leaders can also be trained - stay active and share vision, show passion through enthusiasm

Formal Small Group Networks

Chain approximates the communication channels you might find in a rigid 3-level organization (high accuracy). Wheel relies on a central figure: emergence of a strong leader (emergence of leader) Channel is like self-managed groups where everyone communicates with each other and there is no leader. (high satisfaction)

Socialized Charismatic Leadership

Combined charismatic leadership with ethical leaders -- shows leaders who convey values that are other-centered by showing ethical conduct.

Specific Goals

Difficult but achievable goals lead to greater performance. should be specific, measurable, and realistic performance goals.

Emotional Intelligence

EI, the ability to show empathy (listen to followers, sense needs, and read the reaction of others) may be indicative of effective leadership.

Cross-functional teams

Employees from similar hierarchal level but perform tasks from different work areas. They come together to accomplish a task. May be highly effective, but we must take into account these problems: 1.) long early-stage development (members need to learn to work at higher levels of diversity) 2.) power shift may create conflict (especially because all team members are from similar hierarchy) 3.) takes time to build trust and teamwork

Leadership and Structure

Especially important for multiteam systems, to ensure that teams work together rather than against each other. In self-managed teams, team members play the role of managers, so manager manages outside the team rather than inside the team. Team can't function unless work is divided and ensure all members share the workload (structure) and integrating skills and how everyone fits together (leaders)

Ethical Leadership

Ethical leaders, they address the means in which goals are achieved. Their followers usually demonstrate high OCB and who are willing to bring problems to the leader's attention.

The Fiedler Model

Fiedler proposes that group performance depends on the proper match between leadership style and the degree of control that a leader has in a given situation.

Charismatic Leadership Theory

Followers make attributions of heroic or extraordinary abilities when they observe behaviors.

Self-Managed Work Teams

Groups of 10-15 people who have interrelated and interdependent responsibilities, usually taking on the supervisor's responsibilities. In self-managed work teams, the supervisor's usually lessened or even eliminated. Responsibilities can include: planning, scheduling work, assigning tasks to members, operating decisions, taking actions on problems, working with suppliers, etc.

Cultural Context

High cultural context: when cultures rely on nonverbal or subtle situational cues (what is not said may be more important than what is said). -- think of Japan. Your seniority, age, rank heavily influence credibility Low cultural context: cultures that rely on words to convey meaning in communication (where talking is the main source for direct communication). Value directness in communication. high context: china, japan, korea, vietnam low context: north american, scandinavian, seiss, german

Trust Propensity

How likely an employee trusts a leader, as trust comes from leader trustworthiness characteristics and also on the team member.. Trust propensity relates to a person's personality traits, in particular "agreeableness". Trust and culture: while paternalism when it is benevolent and ethical in collectivist cultures, people from individualistic cultures may build trust from other domains. Time - we observe behaviors of people over time to determine whether or not to give them trust.

The Team Effectiveness Model

Identified characteristics of an effective team. But keep in mind 3 things: 1.) All teams differ in form and structure. 2.) How do you define team effectiveness. Usually, it's defined as objective measures such as productivity, manager's rating of the team's performance, aggregate measure of members satisfaction. 3.) The model assumers teamwork is preferable to individual work. key components: context, process, composition

Allocation of Roles

Important to put most able, conscientious, and experienced employees in the core roles. typically 9 key roles in a team that successful work teams have. one person may play multiple: 1.) controller 2.) maintainer 3.) linker 4.) advisor 5.) creator 6.) promoter 7.) producer 8.) organizer 9.) assessor

Cultural Differences

In general calls for a variety of viewpoints, but may create problems in working with each other and resolving problems.

Diversity of Members

In general, there is a negative association between diversity and team performance. Organizational demography: the degree to which members of a work unit share a common demographic attribute, such as gender, race, education level, and years in the organization, and the impact of the attribute on turnover. Attributes help predict to (such as gender and experience): turnover is greater when people have dissimilar experiences because communication is more difficult and conflict is more likely. gender and ethnic diversity have more negative impacts on occupations dominated by white males (like i-banking). Diversity in education, expertise, and function have more positive impacts, although effects are small and depend on situations.

Performance Evaluation and Reward System

Individual performance evaluations may interfere with the development of high-performance teams. Group-based appraisals, profit-sharing, team incentives can enhance team effort and commitment.

Reducing miscommunication (create independent "third culture")

Intercultural groups that communicate effectively can be highly productive and innovative. 1.) know yourself 2.) foster a climate of mutual respect, fairness, and democracy 3.) stay facts, not interpretation 4.) consider the other person's viewpoint 5.) maintain the identity of the group -- set "third culture" by showing mutual respect, set common goals, and need to adapt to individual communication preferences.

Transactional Leaders

Leaders who guide or motivate followers through establishing goals and set clear role and task requirements [like Bill].

Transformational Leadership

Leaders who inspire followers to see beyond their self-interest for the good of the company. Transformational leaders pays attention to the needs of individual followers, changes and excites and inspires followers to put forth extra effort to achieve group goals. Transformational leadership works the best when followers can see the positive impact on customers or beneficiaries The best leaders are both transactional and transformational

Authentic Leaders

Leaders who know who they are, their values and beliefs, and act on their values and beliefs. They are candid and humble, and their humility leads their followers to have faith in them. They have the right vision, don't act selfishly or corruptly, unlike charismatic leaders or transformational leaders.

Attribution Theory of Leadership

Leadership is an attribute people label others. It is more about the appearing as a leader rather than on the actual accomplishments (such as aggressiveness, appearing smart, personable, adept etc.) People make demographic assumptions: white leaders are more effective male leaders prefer male leaders when competing against other teams and female leaders when there is competition within the team and call for positive relationships within the team.

Vision

Long-term strategy for goal attainment. Needed for a charismatic leader to articulate vision -- the way they communicate is not enough. Vision is often accompanied by vision statement, or a formal articulation of an organization's mission or vision. Through words and actions, charismatic leaders influence followers emotionally with the message that they want to convey.

Common Plan and Purpose

Need an overall purpose: - serves as the GPS to provide directions and guidance under any conditions - need to have good planning skills - need high reflexivity: reflect on and adjust purpose if necessary

Social Identity Theory

Our tendency to invest our emotions into the accomplishment of a group. [Perspectives that consider when and why individuals consider themselves members of a group]. ex: sports team. Our self esteem is tied to the group that we fervently supports. If our group does well, then our self esteem may rise. If our group does poorly, then we might reject parts of our identity, feel devalued or dejected.

What are the different types of teams?

Problem-solving teams, cross-functional teams, self-managed teams, virtual teams, multiteam systems.

Least Preferred Coworker (LPC) Questionnaires

Questionnaire that identifies whether a person is task-oriented or relationship-oriented by asking them to describe a coworker that they least enjoy working with. If they describe the coworker on favorable terms, then they are relationship oriented. If they describe the coworker on unfavorable terms, then they are task oriented.

There must be a fit between organizational situations and leadership style

Situation: 1.) Leader-member relationship: confidence, trust, and respect for leader 2.) Task structure: how structured or unstructured the job assignments are. 3.) Position power: how much control the leader has over hiring, firing, promotion, pay raise decisions. When faced with highly favorable (high in almost all 3) or highly unfavorable (low in almost 3), task-oriented leaders perform better. For moderate situations (high for some, low for some), relationship-oriented leaders perform better.

Channel Richness

Some channels are rich, while others are lean. Rich channels are characterized by: 1.) handle multiple cues simultaneously (gestures, words, postures, facial expressions, intonations, etc.) 2.) be very personal 3.) rapid feedback F2F and video conference have high richness, while email, bulletin boards, and formal reports are lean.

Member Preferences

Some people prefer to work

Does Effective Charismatic Leadership Depend on the Situation?

Stress enhances charismatic leadership, especially when people are psychologically aroused. [Apple crisis, and asks steve jobs to come back]. Certain personality traits such as a lack of self-esteem and those who question his or her self-worth usually follow the footsteps of other leadership directions instead of creating their own.

Mental Models

Team Members' knowledge and beliefs about how the work gets done by the team.

Abilities of Members

Team performance depends on KSA (knowledge, skills, and abilities) of individual members. Abilities predict what members can do and how they perform on a team. - good at complex problem-solving - ability of the team leader matters - high ability teams are more adaptable to changing situations

Team Processes

Teams should create outputs greater than the sum of their inputs

What does the full-range leadership model Show?

That the transactional leadership model is passive and ineffective, and the 4 I's (Idealized Influence, Inspirational Motivation, Intellectual Exception, Individualized Consideration).

Leadership

The ability to influence a group toward the achievement of vision and set of goals.

Communication Process

The steps between a sender and a receiver that results in the transfer and understanding of meaning. The communication process typically involves 8 steps: 1.) Sender 2.) Encoding 3.) Message - actual physical product of the sender's encoding. Ex: This can be body movements, speech, and writing 4.) Channel - Medium through which the message travels. Formal channels are established by the organization's structure and translate work related messages. Informal channels are for social or personal purposes and they are chosen by the individual. ex: HP choose Skype as the main channel for communication, whereas I can choose to use FB, Insta, or anything else by my personal choice. 5.) decoding 6.) the receiver 7.) Noise - communication barriers that distort the clarity of the message (anything that may hinder you to clearly understand the message. Ex: cultural differences, perceptual problems information overload) 8.) feedback - how successful are we in transferring the message we originally intended? Is the understanding achieved?

The Leadership Participation Model

The theory that provides a set of rules to determine the form, amount, and what decision are best formed with subordinate participation.

Behavioral Theories of Leadership

Theories stating that specific behaviors differentiate leaders from others. While trait theories show that we can select the right people to be leaders, behavioral theories state that we can train people to become leaders.

Trait Theories of Leadership

Theory that considers personal qualities or characteristics of a leader (qualities that separate leaders from non-leaders).

Communication

To both transfer and understand the meaning.

How to Turn Individuals into Team Players

Training, hiring team players, and provide rewards for people who prove to be good team players

What are the effects of trait theories?

Trait theories help us to **predict** leadership rather than **explain leadership**. This is based our two conclusions: 1.) traits can predict leadership 2.) traits are better at predicting the emergence of leadership rather than distinguishing effective leadership from ineffective leadership.

Characteristics of Transactional and Transformational leaders

Transactional leaders: Contingent rewards: rewards for effort, promises rewards for good performance, and recognize accomplishments Management by Exception (Active): Being a watchdog. Observe for deviant behaviors and take corrective actions if necessary. Management by Exception (Passive); Does not intervene unless standards are not met. Laissez-Faire: Avoid making decisions (showing a self-managed group) Transformational Leaders: Idealized Influence: provides vision and sense of mission, instills pride, respect, and trust Individualized Consideration: Gives personal attention, treats each employee individually Intellectual Stimulation: Promotes intelligence, rational thinking, and problem solving Inspirational motivation: Communicates high expectation and convey important purposes in simple ways.

Benefits of Transformational Leadership

Transformational leadership leads to individual follower performance, better team performance, and organizational performance. it not only leads to greater creativity for the leaders, but also greater creativity for the followers, too.

Positive Leadership

Trust - When you are able to demonstrate your vulnerabilities to another person and expect positive results. Followers believe that their rights will not be abused. Transformational leaders are trusting because they argue that their direction will be in everyone's interest Outcomes of trust: 1.) Trust encourage risks 2.) Trust leads to effective groups 3.) Trust leads to information sharing 4.) Trust leads to greater productivity

Climate of Trust

Trust among team members and in leaders are essence to building cooperation, reduce the need to monitor each other's behavior, and bonds individuals. However, trust must be symmetric and balanced, otherwise problems such as coalition can still occur.

How Regain Trust

Trust can be regained, but only through consistent pattern of trustworthy behavior by the transgressor. If deception is used, then trust can never be fully restored.

Upward Communication

Used to provide feedback to the higher-ups, relay problems, and to report progress. The managers may use upward communication to understand how employees feel about the job and to find sources to solve problems. Effective upward communication: give managers summaries, actionable items (the solutions, not just the problems), and an agenda Delivery is also important - be subtle and strategic when saying no.

Downward Communication

Where managers use it to communicate goals, provide job descriptions, explain policies and procedures, point out problems, and provide feedback. Managers must explain WHY a decisions is made, as this increases employee commitment and their support for decisions. They need to communicated to employees repeatedly and also through a variety of channels. Big problem with downward communication is its one-way nature: very rarely do managers seek advice or opinions. from employees. The best communicators explain the reason behind their communications (they why) and also seek opinion from the employees that they supervise.

Team Cohesion

a situation when team members are emotionally attached to one another and motivated toward the team because of their attachment.

Team Identitiy

a team member's affinity for and sense of belongingness (respect, inclusion) to the team.

Virtual Team

achieve a common goal with members who are connected through computers. In virtual teams, shared leadership may significantly enhance team performance. Management must consider the following for virtual teams to be effective: 1.) efforts and products of virtual teams are publicized throughout the organization 2.) progress is monitored closely 3.) trust is established among the members

Lateral Communication

between members of the same workgroup, members at the same level in separate workgroups -- may be efficient and speedy is good: expedite action may also may be bad when a decision is made without manager's knowledge, when vertical channels are breached

Multiteam Systems

collection of two or more interdependent teams that share a common "superordinate" goal. This is known as "team of team". like kris' and bill's team within the company. or when the emergency medical service team, the emergency room team, and the recovery team all work together towards the goal of saving lives . this is the most effective option when the team is too large to be effective, and when the teams with distinct functions need to be highly coordinated.

Formal Group

defined by the organization's structure, with work assignments and established task [assigned + structure].

Is teams really necessary?

determined by 3 aspects: 1.) can the work be better done by more than one person? 2.) are members interdependent? 3.) is the team goal more than the summation of individual goals?

Path-Goal Theory

extracts elements from initiating structure and consideration & expectancy motivation theory. It states that it is the leader's responsibility to provide followers with the information, resources, and support they need to attain their goals (path towards goals) They theory predicts: 1.) Directive leadership yields higher employee satisfaction when work is ambiguous or stressful than when tasks are structured and well-laid out. 2.) Supportive leadership results in high employee satisfaction and job performance when the tasks are structured. 3.) Directive leadership is likely to be perceived as redundant for employees with task experience or ability.

Charisma in Greek

gift

Nonverbal communication

including body movements, intonationa, facial expressions, and physical distance body language can convey status, level of engagement, and emotional state. It adds to and complicates verbal communication. -intonation, facial expression, and physical distance all have meanings the first two alone can show arrogance, aggressiveness, fear, shyness, and and other characteristics.

Information Security

information security techniques such as video surveillance, internet tracking, record phone conferences may seem invasive to employees. Engaging them in the creation of information-security policies and giving some control over how personal information is stored. This can relieve some concerns.

Dark sides of charismatic leadership

narcissistic leaders may be more charismatic, and charismatic leaders may also be corrupt or ill intentions - acting in their best interest hitler, or corrupt leaders who use public's image of them to commit corrupted activities.

Dark Triad

normative score (mid-range) on dark triad traits are optimal. Surprisingly, high emotional stability actually contribute to leadership ineffectiveness. High scores on dark triad and emotional stability can lead to emergence of leaders, and building self-awareness and self-regulation skills can help control the dark trait effects.

Informal Group

not formally structured and not organizationally determined. Informal group in the work environment meets the need for social contact.

Choose an appropriate communication method

routine message - straightforward with minimal ambiguity (this is suited for low richness channels such as emailing, messaging, or a letter). non-routine message - may be complicated and have the potential for creating misunderstandings (use communication channels that are high in richness) Some experts say that oral communication such as face to face with clients, coworkers, and upper management is key to success. Oral communication is the better option if you are seeking for receiver's reception. Written communication is used if your message is complex and lengthy. (and when a two sentence text is a more effective way of communicating than making a 10-min phone call). They are on-record, verifiable, and recordable. Note that for written and oral communication, delivery is important. In oral communication, "voice" (clear and moderated) is twice as important as what you are saying. For written communication, it is the best if you know your audience and use proper grammar that demonstrates professionalism. Note that IM -- conversations are not stored. Texts are cheap, but they are also intrusive and distracting. In fat, most people think it's inappropriate to write texts or emails during formal meetings. In general, limit texting personally in the office and be cautious in using texting for business purposes. Social Media has its strengths and weakness: Strength: It is great for B2C and B2B but company can't control what employee posts. Even well-intentioned employees can post comments that are harmful to the organization. Blogs are extremely public - what you say can be reached to a lot of people under your name. Pay attention to nonverbal aspects of communication: may have contradictory messages - verbal says confident but nonverbal communication such as gesturing, fidgeting shows that you are not confident.

Team Context

second component of the effective performance model. It relates to how teams should be staffed.

Fun fact

sharing painful experiences increase our share of bonds with others.

Personality Matters

some characteristics in the big 5 are important to the team effectiveness: - conscientiousness is especially important to teams: lend support id needed, backing others up. (it's better to form teams with just conscientious people and just people who are not to maximize the potential of the conscientious people). - open and emotionally stable people can leverage conflicts (task conflicts) to create better performance. - baseline agreeableness and extraversion may help too personality of individuals are just as important to teams as they make up the overall personality characteristics of the team

Transformational vs. Charismatic Leadership

the first focuses on the way leaders communicate (dynamic and passionate) while the second focuses on what they are communicating (is the vision compelling?)

Group

two or more individuals who have come together to achieve a particular goal.