Chapter 9,10

The Expectancy Theory of Motivation

"you get different outcomes based on your performance" "performance is impacted by your environment, effort, ability"

Roles of a Leader in the Team-Based Organization

Building trust and inspiring teamwork Coaching team members and group members toward higher levels of performance Facilitating and supporting team's decisions Expanding the team's capabilities Creating a team identity Anticipating and influencing change Inspiring the team toward higher levels of performance Enabling and empowering group members to accomplish their work Encouraging team members to eliminate low-value work

Fallacies About Coaching

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

Coaching skills and Techniques

Communication clear expectations to group members Builds relationships Gives feedback on areas that require specific improvement LIsten actively Help remove obstacles Give emotional support Reflect content or meaning Give some advice and guidance Allow for modeling of desired performance and behavior Gain a commitment to change Applaud good results

Leader Actions that Foster Teamwork (using own resources)

Defining the team's mission Establishing a climate of trust Developing a norm of teamwork, including emotional intelligence Emphasizing pride in being outstanding Serving as a model of teamwork, including power sharing Establishing urgency, demanding performance standards, and providing direction Encouraging competition with another group Encouraging the use of Jargon minimizing micromanaging Practicing e-leadership

Fostering Teamwork Through Organization Structure or Policy

Designing physical structures that facilitate communication Emphasizing group recognition and rewards initiating ritual and ceremony Participating open-book management Selecting team-oriented members using Technology that facilities teamwork Developing a team book

Implications

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

Open-Book Management

In open-book management every employee is trained, empowered, and motivated to understand and pursue the company's business goals. Employees become business partners and perceive themselves to be of the same team

Solo Leader

Plays unlimited role strives for conformity collets acolytes directs subordinates projects objectives

Coaching Versus the Traditional War of Thinking about Management

Traditional, Authority-Based Management Thinking: society<->owners<->managers<->employees Action-Oriented, Coaching-Based Management Thinking: ???

Goal Theory

Values->Goals That Are:-> Improved Performance Specific Hard but realistic Accepted by the person Used to evaluate performance Linked to feedback and rewards Set by individuals or groups Learning oriented

is a work group that must rely on collaboration if each member is to experience the optimum success and achievement

a team

Team Leader

chooses to limit role builds on diversity seeks talent develops colleagues Creates mission

all teams are ______, but not all _______ are teams

groups

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

teamwork