MGT 310 Final Exam

Drawbacks to Shared Leadership

Accountability is difficult, no one wants to take responsibility.

Preparing for Conflicts-team maintenance

Develop approaches to identify conflicts early on Support constructive controversy Psychologically safe environment for disagreements and conflict

illusion of unanimity

Everyone is actually thinking the same thing. Because not one single person would bother to speak up and voice what they want to say, everyone thinks they're in disagreement.

Under Rewarded Inequity

Feels as though you're not being paid the same as someone who does the same amount of work. Can be more input than counterpart but same output as counterpart vice versa.

Entrepreneurial Roadblocks

Financing: where can I get the money? Industry demand External forces: Covid Internal roadblocks Because you work for a university, you have to disclose that to a university

Patent

official document that confirms your right or privilege Nobody can steal your ideas

Implicit Prejudice

You may not realize that you have biases or favorites.

informative influence

based off of given information, facts TOWEL EXAMPLE: Reusing your towel since it is proven that it will help the environment

Trait or personality approach to Leadership

-Good leaders have a certain set of characteristics -Problem: different leaders need different traits Big Five Personality traits

Methods to alleviate equity distress:

1. Alter the ratio: Change your inputs to outcomes 2. Cognitive distortion: Change perception of self or others 3. Change your comparison other

Why are we competitive?

1. Culture 2. Personality: Competitors (wanting to get scouted by colleges and so you want to be on the court even when you might not be the best), Individualists (someone that is trying to balance individual and team goals), Cooperators (sacrifice own individual goals for the sake of the team). Think about these three on a spectrum. 3. Organizational rewards: dictate how much within team competition there can be

Emotional Intelligence

1. Self-Awareness: Understanding your own emotions and their effects on your performance. Ability to identify, understand, and discuss one's own emotion 2. Empathy: Putting yourself in someone else's shoes 3. Emotional Regulation: You can control your emotions really well because you are aware of the environment to see what emotions you are presenting are appropriate 4. Relationship Management: Ability to treat others that you are in a relationship with and treat them with respect, as well as show concern for the relationship. You need to draw upon your resources of emotional regulation, empathy, and self-awareness

Problem with Cooperation

1.Conformity Resistance to change and outside influence 2.Unhealthy agreement: uncomfortable being critical, especially on other people's work. 3. Abilene Paradox: If people can't decide where to vacation (between California, Florida, Mexico) they decided to pick somewhere in the middle. Which just so happens to be Abiline, Texas. They all had a common goal of going to the beach (which they did not discuss

Moderate familiarity

A level of comfort with your team members where you are able and comfortable enough to push back on team members to offer creative and constructive criticism. On the other hand, if you are very familiar with someone, you may be very on board with their ideas or be very against someone's ideas

Moral Disengagement

A set of cognitive mechanisms that disengage an individual's moral self-regulatory processes. After disengagement occurs, an individual may subsequently make unethical decisions without having guilty feelings

False Dichotomies

A situation in which two alternative points of view are presented as the only options, when others are available. Combat with questioning absolute statements (everytime, without exception, always) and using language of provisionalism

Benefits of Cooperation

All members are motivated Supportive communication Improved coordination, satisfaction, performance Less tensions and fewer conflicts

Equity Distress

An internal tension that results from being over-rewarded or under-rewarded relative to some comparison other

Observational learning

Attention: Am I actually paying attention and watching what you are doing Retention: Am I at a cognitive level to the point where I can remember what you are doing. Children's ability to retain information/emotional attachments is actually much more powerful than we originally thought. Initiation: Basically do we have the ability to engage in these behaviors? Infants typically do not have the ability to do so, even though they could pay attention or watch Motivation: Do I want to do this? Am I extrinsically or intrinsically motivated?

Dunning-Kruger Effect

Average people overestimate their knowledge and experts tend to underestimate their knowledge Happened a lot with COVID because uneducated people would read one article about it and think they knew more than highly qualified doctors who spent their entire lives studying these subjects.

Dehumanization

Can occur at the cultural level. You can participate in atrocious behavior but not feel any guilt. For example, assigning a district a number as a city planner to make it seem less like you are affecting the families within that district when making a change.

Satisficing

Choosing an option that is acceptable, although not necessarily the best or perfect.

Unhealthy Sources of Conflict

Competition over power, rewards, and resources Conflict between individual and team goals Poorly run team meetings Personal grudge from the past Faulty Communications

Entrepreneurial Team Processes

Conflict Power and Politics Communication

People are creative when they have:

Domain-relevant skills Creativity-relevant skills Task motivation

Problems and Biases with Team Evaluation

Encourage competition and reduce teamwork Problems with including team members Inflation Bias

structured decision techniques

Engaging in process mapping where you map out each decision making stages and trying to find the root causes of a problem. Someone will analyze the problem, someone will try and find a solution, someone will play the devil's advocate, someone will make the decision, and then someone will analyze the outcome

Healthy Sources of Conflict

Focus on task issues Legitimate differences of opinion about the task Differences in values and perspectives Different impact of decisions Approach for firing someone

Routine

Get so stuck in what your team does that no one wants to change anything to improve the team performance.

Technology Transfer Intention

Going through an organization or university when you invent a product Informal: Going around the organization or university to take credit for your invention (illegal)

Problems with Groups Creativity

Groups produce fewer ideas than sum of individuals Having strong leadership that makes someone feel like they can't speak up Feeling nervous to speak up, not wanting to participate due to social loafing. Anything socially related that inhibits you from expressing your idea Cognitive interference When you lose your train of thought because something interferes cognitively while waiting for your turn to speak.

Reciprocity Bias

Happens when you imitate the type of feedback that you just got. If you sit down next to someone, you might have a paper with critical feedback prepared and then your team member tells you a ton of positive things. And now it's your turn, and you decide to ditch the critical things and instead reciprocate the nice things that they just said. This can also be the opposite too.

Hot Hand Fallacy

Having the mindset that since you are winning and being "on fire" you know you are going to continue winning more and more

Entrepreneurial Team Composition

Homogeneous versus heterogeneous teams Surface-level characteristics Deep-level characteristics

Team Halo Effect

Idea that since you are a team, you cannot fail. For each team member, you are just going to be positive because you simply enjoyed working in the team together.

Defensive Avoidance

Idea that when you are engaged in conflict, you are so uncomfortable that you just avoid the person altogether. Physical withdrawal (closing your door, not showing up)

illusion of invulnerability

Idea that your team is unstoppable Because we are working on a team and everyone on the team is really smart and hardworking, you assume that you will receive good grades and do really well. It would hurt a lot more to miss a small amount of points because you feel like working together as a team will produce better results

IPO model

Inputs: Individual members, Structure, Environment Processes: Task (transition and action), Social (interpersonal and boundary spanning) Outputs: Performance, Satisfaction, Viability

Licensing

Instead of patenting, you can give your rights of something you invent to someone else to sell and return a profit back to you.

self-censorship

It is up to yourself as to why you are not speaking up. Even if everyone on the team is a low power distance, you can still decide not to speak up because you are new.

Self-regulation

Learning to control yourself. Can happen in many systems, including the moral system. Self-regulation allows us to feel guilt. Example: you hit your sibling really hard and you feel really guilty. You are in control, so when moral disengagement happens, this is severed and you no longer feel guilty.

contingency approach to leadership

Link traits or behaviors together Combining all of these together to look at everything all at once. (the hardest approach because so wide ranged)

Intergroup Competition

Long run problems Winning teams: ignore problems, stifle creativity. With a successful team you have the belief that you are not going to change anything about themselves. Allows you to open up to your team very quickly, open communication. Losing teams: blame and scapegoat. Might isolate one or two individuals to blame. Rather than the entire team being accountable for losing, it is actually only one person's issue. You can undo this by having a common enemy. One summer camp vs a different summer camp (combining the original two winning and losing teams so that they are now working together to beat the other summer camp).

Equity Theory

Maximized when an employee's ratio of "outcomes" to "inputs" matches those of some "comparison other." What you put in and get out of it.

Virtual Team Conflicts

More likely to occur because of miscommunications Harder to resolve To manage: Stop using electronic messages to advocate opinions or express emotions Leader intervention Face-to-face meeting

Reciprocal influence

Not just in the control of the sender of a message, but the receiver can react and respond to a message. Both parties have an effect on how the message is sent and received (by emotions or response)

Direct Pressure on Dissenters

Not voicing your opinion on the team because other people have told you that you shouldn't. There is an external pressure that causes someone to not speak up. (could relate to project)

Positive Reinforcement

Occurs if the desired behavior is offered and the subject receives the reward

Confirmation Bias

Open to information you already feel is true Combat with playing devil's advocate and setting up anonymity

In-group favoritism

Parents tend to have a favorite, tends to be the child that is most similar to the parent. See this also with team leaders in groups.

Obscuring or distorting consequences

Reduce the amount of consequences/ minimize the severity of a single consequence

Conflicts of Interest:

Relates to different power positions. If someone has the means to reward their favorites or a personal relationship, that could also affect rewards given.

Shared Leadership

Rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time.

Integrative Agreements

Separate people from the problem Focus on shared interests of all parties Develop many opinions to solve the problem Evaluate the options using objective criteria Try again

Domineering leader

Somebody that is so controlling that members feel uncomfortable speaking up.

Impact of Emotions on Decision Making

States of activation, positive or negative, leads to quicker decision making. These emotions can be easily transferred to others

Profit Sharing

Stock options, where everyone across the organization is getting profit (ex: start-up)

Antecedent conditions of groupthink

Structural issues: you have a dominant leader so everyone will agree with them. Cohesiveness: wanting to feel a sense of belonging and understanding, so you will go along with the majority of the group. Stress-related: have deadlines, under high stress conditions, going to agree and not add conflict

Factors inhibiting creativity

Stuck in one's own paradigms Extrinsic rewards There is a positive relationship between this and positive performance. If you try to tie extrinsic rewards to individual creativity, this will actually hinder creativity.

Symptoms of Cooperation Failing

Team members feel angry about decisions the team is making Team members feel angry in private that the team is making bad decisions The team is breaking up into subgroups and blames others for the team's problems People fail to speak up in meetings

Gambler's Fallacy

The idea that when we are having a winning streak, we might have the feeling that this can't last because we are winning too much and your luck is bound to run out. Jeopardy contestants

Psychological safety

The notion that you can express your true self with your team without the fear of adverse judgment. If one person on a team says that they are not comfortable showing their true opinions, the entire group will have low safety.

Social Cognitive Theory

The view of psychologists who emphasize behavior, environment, and cognition as the key factors in development.

Negative Reinforcement

There is an adverse stimulus actively going on. The environment could be negative, bright lights, loud noises, electric grid on the ground To make this go away, you need to perform desired behavior and take away this negative stimulus

Gain Sharing

There might be a certain department that did really well, so they are going to be recognized. Sales team in one certain area are the ones that did really well, so they are going to be the only ones that get a bonus (ex. Who's making/saving the money or large organizations with branches)

Escalation of Commitment

Throwing good money after bad money. Sticking with a certain plan even if you know it is a losing plan of action. EX: Being in a team that does not work very well and you decide to stay together because you already finished the first assignment.

Behavioral Approach to Leadership

Train people to be good leaders Leadership is a set of appropriate behaviors Decision making style Task versus social focus Leaders can be trained

Overcoming Cooperation Problems

Trust: Cognitive and emotional Communication Constructive controversy Encouraging altruistic norms: Develops and spreads through social interactions

mind guards

Typically occur when you intentionally prevent a leader from a decision or the effects of a decision because you don't want to be fired or let the boss know that you might be the reason why the company lost out on resources

Situational Approach to Leadership

Understand substitutes for leadership. Looking at what is going on outside of the leader. This is a lens as a researcher or a consultant to analyze what is going on Adjust leadership style relative to: Readiness of team Characteristics of job Team structure and organization

Euphemistic labeling

Using softer language to lessen the blow of bad/sad news. Stealing... or borrowing? cognitive misconstrual

Over-claiming credit

We like to think of ourselves as doing our part, perhaps even more. It can work against you though if you do not have an accurate reflection of your contributions.

process loss

When coordination and social issues take away time from completing tasks Could happen because your team is too cohesive: getting distracted from the point. failure to pool knowledge

process gain

When interactions between team members lead to the information of new ideas that no single member would have produced

Diffusion of responsibility

When you are in a group context, it is easier to blame the fault on someone else in the group. EX: rioting and looting. Also can come from task performance. Similar to the bystanding effect, but just a higher umbrella term.

Advantageous comparison

When you are speeding on the freeway and you're going 9 miles over, then you get pulled over even though someone else is going 90 miles an hour next to you. You do not feel bad since you were not speeding nearly as much. cognitive misconstrual

Displacement of responsibility

Where you blame someone above you for something that you do. If a bank teller opens up too many accounts for a single person, then blames it on the manager. Can happen on the same level as well (coworker). minimization of role

mathematical techniques group decision

Writing down what everyone thinks the budget for a party should be, and then taking the average of that number

Anchoring Effect

You are attached, or anchored, to an initial piece of information. Often used with marketing strategies at department stores where the more expensive, designer clothes are closer to the front of the store and you might look at those price tags first.

salience bias

You are more concerned to things that are "top of mind" Going on a hike and being concerned about bears, but the mosquitos and insects with illnesses are statistically the most dangerous and what will kill you.

Unhealthy agreement

You are so intentionally trying to preserve the cohesion that your team has that you nod along with whatever is being said.

Over Rewarded Inequity

You feel that you're being paid the same amount but you see that someone else is putting in the same amount of work by coming in early, going the extra mile, but you're still being paid more.

Attribution of blame

You look at the victim as deserving of what happened to them. EX: Saying "Why were you walking outside late at night wearing a skimpy outfit?" to a rape victim.

self-managing teams

a team that manages and controls all of the major tasks of producing a product or service Cross-training and self-managing promotes less competition amongst staff; everyone helps with each other's tasks.

Operant Conditioning

a type of learning in which behavior is strengthened if followed by a reinforcer or diminished if followed by a punisher

Unethical Behavior

any action taken by an organizational member that violates social norms that are widely accepted to the larger community. Not necessarily illegal behavior. EX: tax fraud van example

Entrepreneurial Goal

consists of two more people who have an interest, both financial and otherwise, in and commitment to a venture's future and success. Whose work is interdependent in a pursuit of common goals. The team is the entire organization; if the team fails the organization fails

groupthink

decision-making flaws about the practice of thinking or making decisions as a group in a way that discourages creativity or individual responsibility.

Consensus

discussion of issues until all members agree Not always the best idea because it is really inefficient to come to a consensus; it might waste time and it might not be true because you are spending time trying to convince others

360-degree feedback

feedback from everyone, generally considered more accurate and reliable. Team members Self Customers Supervisors

External Environment

greatly impacts an entrepreneurial team because the team is a lot more susceptible to the external factors of the industry Growth market versus stagnant market Stable versus turbulent Type of industry

bypassing

idea that when we are talking about something in general, we might not be on the same page as other people. This could be because certain words might not mean the same thing as other people EX: Talking about diets in general with people and thinking you're being healthy. Things are lost in translation because someone thinking being vegan vs being keto are the ways that they are healthy

Attraction Selection Attrition

if you are attracted to a company, you are more likely to stay. You might be a clean apple in a bad barrel and quit because you don't feel comfortable being a part of an organization. Can work vice versa, like Elon Musk and Twitter for example

Consultative Leadership

one person has the authority to make decisions, but they may ask for advice and comments from team members before deciding. Seeking feedback from everyone, but being able to including and getting the input from everyone in the group

survivorship bias

only considering the people that survive something and not the people who don't. Motorcycle accidents: thinking that helmets do nothing to protect riders, but not considering that the fact that they were wearing a helmet means they're coming back at all

Inflation Bias

overcompensating with positive feedback to avoid giving negative feedback. Could be because you are uncomfortable giving negative feedback

Moral justification

stealing baby formula to feed your child cognitive misconstrual

Democratic Decision-Making

team votes on a decision. can result in lack of commitment

Social Identity Theory

the idea that ingroups consist of individuals who perceive themselves to be members of the same social category and experience pride through their group membership

Technology transfer

the process through which a new invention or innovation is turned into products and commercialized

normative influence

this is what other people are doing TOWEL EXAMPLE: Get a new towel because this is what other people are doing

Social Learning Theory

we learn social behavior by observing and imitating and by being rewarded or punished

group polarization

when group discussions lead to a final decision that is more extreme than the average position of its members. Can go between both sides of the spectrum. AKA Risky Shift Phenomenon