final
Leader problems
Absenteeism leadership Time-wasting leaders Presenteeism Executive magnification Cookie licking
Situational Favorability 1
Amount of control the leader has over the followers. The more control a leader has over followers, the more favorable the situation is, at least from a leader's perspective.
Forming
Characterized by polite conversation, the gathering of superficial information about fellow members, and low tru
unit/team effectiveness
Concerns collective results.
Problems that can occur with group roles and impede group
Dysfunctional roles. Role conflict. Role ambiguity.
factors that affect followers' performance levels apart from motivation.
Followers' knowledge and experience. Having the right hardware and software. Leveraging the right processes and procedure.
ffects a leader's behavioral style.
Leaders with a large span of control tend to be more directive, spend less time with individual subordinates, and use impersonal approaches when influencing followers. Leaders with a small span of control tend to display more consideration and use personal approaches when influencing followers.
Performing
Marked by group members that play functional, interdependent roles that are focused on the performance of group tasks.
storming
Marked by intragroup conflict, heightened emotional levels, and status differentiation as remaining contenders struggle to build alliances and fulfill the group's leadership role.
meritocracies
Most organizations consider themselves
norming
Norming: Characterized by the clear emergence of a leader and the development of group norms and cohesiveness.
Ollieism
Occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders.
Groupthink
People in highly cohesive groups often become more concerned with striving for unanimity than objectively appraising different courses of action
The what of performance:
Pertains to task and goal accomplishment.
potential
Primarily centers around promotion determinations.
Evaluating
Providing summary feedback on job performance to followers.
Fiedler's Contingency Model
Suggests that leader effectiveness is determined by selecting the right kind of leader for a certain situation or changing the situation to fit the particular leader's style.
Leaders need to fully understand the team and organization goals.
These goals will dictate what followers need to get done and the type, intensity, and duration of follower behavior needed for goal accomplishment.
The how of performance
Those behaviors directed toward the accomplishment of team or organizational goals.
planning
Understanding the team's or organization's goals, the role followers need to play in goal accomplishment, the context in which followers operate, and the behaviors they need to exhibit for the team to be successful.
performance
What individual followers accomplish and the behaviors exhibited to achieve results
Performance consequences
hould be allocated to employees based on fair judgments.
Monitoring
includes tracking follower performance, sharing feedback on goal progress, and providing needed resources and coaching
Process losses
inefficiencies created by more and more people working together.
electronic performance monitoring
monitoring work processes with electronic devices; can be very cost effective and has the potential for providing detailed and accurate work logs
Leader-member exchanges:
n-group and out-group interactions between leaders and followers.
Managing high performers and high flyers: Talent hoarding.
occurs when managers do not inform or allow their employees to apply for internal postings
Differentiation
of followers is a critical aspect of evaluating performance, and doing this well should systematically improve the quality of followers over time.
9-box matrix
or replacement tables are used to evaluate performance and potential of followers for key positions of leadership
Social facilitation
people increasing their efforts or productivity in the presence of others.
Low LPC leaders
people then task
Social loafing
phenomenon of reduced effort by people when they are not individually accountable for their work.
performance mgt cycle
planning, monitoring, evaluating
high lpc leaders
task then people
Additive task
task where the group's output involves the combination of individual outputs.
Overbounding
tendency to erect what amount to fences or boundaries between themselves and others.
follower performance falls into two categories
the what and how of performance
Group
two or more persons interacting with one another in a manner that each person influences and is influenced by each other person.
developmental interventions
• Interventions are designed to help followers in their development.
