Test 2

Transactional leaders: Transformational leaders:

Transactional leaders: Motivate their followers in the direction of established goals by clarifying role and task requirements (Fiedler, SLT, Path-Goal) Transformational leaders: Inspire followers to believe in them and transcend their own self-interests for the good of the organization These two approaches are not contradictory in nature; in fact they can complement each other.

Both leaders and managers... (3)

Work with people Set goals Influence followers

6 Group properties

1. Role: a set of expected behavior patterns attributed to someone occupying a given position in a social unit We all play multiple roles and our behavior varies with each...the key is understanding what role a person is currently playing. 2. Norms: "Acceptable standards of behavior within a group that are shared by the group's members that express what they ought and ought not to do under certain circumstances." 3. Status: A socially defined position or rank given to groups or group members by others 4. Size: Groups with a dozen or more are good for gaining diverse input If the goal is fact-finding or idea generation, larger groups are typically more effective Smaller groups (of about 7 members), on the other hand, are faster at completing tasks and doing something productive 5. Cohesiveness The degree to which members of the group are attracted to each other and motivated to stay in the group 6. Diversity The degree to which members of the group are similar to or different from one another

Size: Social Loafing

"Total group performance increases with group size, but the addition of new members has diminishing returns on individual productivity."

Advantages of written communication

-The longest lasting form of communication -Most reliable for complex & lengthy communication

Felt vs. Displayed Emotions

1) Felt Emotions: The individual's actual emotions 2) Displayed Emotions: Emotions that are organizationally required and considered appropriate in a given job (Emotional Labor, e.g. The Managed Heart)

Where do our emotions/moods come from? (10)

1) Personality Some people have built-in, natural tendencies to experience certain moods and emotions more frequently than others Some people experience the same emotion with different intensities (called Affect Intensity) 2) Time of day People vary in their moods by time of day 3) Day of the week People tend to be in their best mood on the weekend 4) Weather No impact according to research 5) Stress Increased stress worsens moods 6) Social Activities Physical, informal, and epicurean activities increase positive mood 7) Sleep Lack of sleep increases negative emotions and impairs decision making 8) Exercise Mildly enhances positive mood 9) Age Positive moods increase with age. Older people experience negative emotions less frequently 10) Sex Women show greater emotional expression, experience emotions more intensely, and display more frequent expressions of emotions

Managing vs leading

Organizing and running complex business with a degree of order, consistency, and control: • Planning/budgeting • Designing structures • Staffing • Establishing control systems • Monitoring performance Challenging order and consistency; producing change; improving: • Establishing a direction • "Pointing" people in a direction • Motivating people • Energizing organization • Removing obstacles along the way • Promoting unity and collaboration

Examples of Upward Communication

Performance reports - They are prepared by lower management and reviewed by upper management Suggestion boxes Employee satisfaction surveys Focus groups Meetings with an immediate manager Meetings with upper level management

3 Kinds of Noise (barriers that distort the clarity of the message)

Physical Noise - Quite simply, sound Semantic Noise - Ambiguous words and sentence structure, e.g. jargon Physiological Noise - external factors related to the physical and/or chemical functions of the body, e.g. hunger, fatigue, headaches, pain in either the sender or receiver

Minimize the negative consequences of rumors by limiting their range and impact. How can you do this? PERM

Provide Information - Rumors thrive in the absence of formal communication. Explain actions that may be considered inconsistent, unfair, or secretive. Refrain from shooting the messenger. Respond to them calmly, rationally and respectfully. Maintain open communication channels - consistently encouraging employees to come to you with concerns, suggestions and ideas.

AET flow chart

The work environment (such as job demands and characteristics of the job) combined with daily work events (daily hassles and uplifts) interact with the personal disposition of a worker (their personality and mood) and lead to positive or negative emotional reactions which in turn affect job performance and satisfaction

Charismatic leadership theory (House): Followers attribute heroic or extraordinary leadership abilities when they observe these 5 characteristics:

Vision and articulation (sense of mission) Personal risk-taking Sensitivity toward followers Confidence their vision can be achieved Unconventional behaviors (go against the flow)

Norms: Negative norms

Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members. Likely to flourish when: Supported by group norms People are in groups

Do we typically experience both positive and negative affect at the same time? What affects do emotional people typically experience? What affects do unemotional people typically experience?

We rarely experience both positive and negative affect at the same time "Emotional" and "intense" people may experience more high positive and high negative affect over a period of time than others "Unemotional" people may rarely experience either extreme

Surface acting deals with _____ emotions, while deep acting deals with _____ emotions

displayed felt

Self-Managed Work Teams Size of team and which departments they come from What does the group do? Authority Effectiveness Example

10-15 employees in highly related or interdependent jobs Takes on some supervisory responsibilities --Planning and scheduling work --Assigning tasks --Operating decisions/actions --Working with customers & suppliers May select members and evaluate performance Effectiveness is dependent on the situation Example: Zappos - Holacracy

3 common misconceptions about EI

EI is not about being "nice" all the time. It is about being honest. EI is not about being "touchy-feely." It is about being aware of your feelings AND those of others. EI is not about being emotional. It is about being smart with your emotions.

Fiedler Leadership Model (one contingency theory) What is it 3 steps

Effective group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control Identify your leadership style Identify the situation --leader-member relationship; this ties back to our behavioral studies by looking at the degree of trust and respect employees have for the leader. --amount of structure that is embedded in job assignments --amount of influence the leader has over decisions that represent power such as hiring, firing, and rewards. Determine the most effective leadership style

Group decision making: Effectiveness (accuracy, speed, creativity, accuracy) and efficiency

Effectiveness Accuracy - group is better than average individual but worse than most accurate group member Speed - individuals are faster Creativity - groups are better Degree of acceptance - groups are better Efficiency Groups are generally less efficient

The Grapevine What is it? When does it occur?

Informal communication network in a group or organization; Word-of-mouth Rumors emerge through the grapevine when: --The situation is important to us --Ambiguity exists --The situation causes anxiety --Persists until expectations that led to uncertainty are fulfilled or anxiety is reduced

Transformational leaders must be able to: Requires them to be masterful communicators

Inspire Communicate their vision, beliefs and ideals Challenge followers to think in new ways

Group decision making techniques (3)

Interacting groups Meet face to face and rely on verbal and non- verbal interactions to communicate Brainstorming Generates a list of creative alternatives. "Freewheel" as many alternatives as possible Nominal Group Technique (NGT) Restricts discussion during the decision- making process to encourage independent thinking

Examples of lateral communication

Intra-department problem solving Interdepartmental coordination (cross-functional teams) Staff advice to line departments

Contemporary theories of leadership

Leader-Member Exchange (LMX) Theory Charismatic Leadership Transformational Leadership Authentic Leadership

Special Challenges with virtual teams (5)

Less social rapport and direct interaction Difficulty dispersing information Determining communication level Scheduling challenges (particularly global teams) And, sometimes, technology itself

Cross-Functional teams Size of team and which departments they come from What does the group do? How common are these groups? Example

Members from same hierarchical level, but diverse areas within and between organizations Exchange information Develop new ideas and solve problems Coordinate complex projects Development may be time consuming due to complexity and diversity Very common Example: IBM Offering Manager and many others

Work team vs work group definition

Members of a work team depend on each other, must work together, and hold shared responsibility for specific outcomes. A work group is three or more individuals who are independent in their accomplishments and may or may not work in the same department.

Norms: Different kinds of group norms (4)

Norms are powerful means of influencing behavior Performance norms - such as how hard you work and how you do the job Appearance norms - such as how you dress Social arrangement norms - such as who you do or don't socialize with Resource allocation norms - such as who gets the corner office

Status: status generalization

Occurs when group members assume that a person with high ability in one area is also capable in other, unrelated areas.

3 Modes of Communication

Oral Written Nonverbal

External constraints on emotion (1, 2-3)

Organizational Influences - Every organization defines boundaries that identify which emotions are acceptable and the degree to which employees may express them. Cultural Influences - What's appropriate in one country is often inappropriate in another. For instance: The degree to which people experience emotions varies across cultures --People report fewer positive and negative emotions in China than in other cultures People's interpretation of emotions vary across cultures --Pride is seen as a positive emotion in Western, individualistic cultures while Eastern cultures tend to view pride as undesirable The norms for expression of emotions differ across cultures --Muslims see smiling as a sign of sexual attraction, so women have learned not to smile at men

The Ohio State Studies Sought to identify

independent dimensions of leader behavior Found that leaders high in initiating structure and consideration tended to achieve high subordinate performance and satisfaction more frequently than those who rated low on either consideration, initiating structure or both, but... High levels of person-centered (consideration) leadership is consistently related to greater subordinate (employee) satisfaction

Affect intensity

individual differences in the strength with which individuals experience their emotions

Successful organizations have both strong ____ and strong ____ for optimal effectiveness. ______ challenge the status quo, inspire, and create vision ______ create plans and oversee day-to-day operations

leadership management Leaders Managers

Leadership

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

How is the grapevine helpful? (3)

Gives managers a feel for the morale of the organization Identifies issues employees consider important Helps tap into employee anxieties

Problem-Solving Teams Size of team and which departments they come from What does the group do? Authority Level of permeance Example

5-12 members often from the same department Share ideas or suggest improvements Rarely given authority to unilaterally implement any of their suggested actions (only make recommendations) Often temporary and focused on solving a specific issue Example: Obama's Task Force on Auto Industry

Effort contribution of groups vs teams

A group usually consists of three or more people who work independently to attain organizational goals. The group's performance is a summation of each member's individual contribution. On the other hand, A work team generates positive synergy through coordinated effort; individual efforts result in a level of performance that is greater than the sum of those individual inputs

Cascading model of emotional intelligence

A person's conscientiousness leads them to perceive emotion in themselves and others A person's cognitive ability leads them to understand their own emotion and that of others A person's emotional stability leads the to be able to regulate their emotion

Advantages (3) and disadvantages (2) of oral communication

Advantages -Speed -Feedback -Simple to correct Disadvantages -Potential for distorted message when passed through a number of people -The more people, the greater the potential distortion

In order to be a team, you must (3)

Be interdependent Have a goal Be mutually accountable for achieving that goal

How to create an aura of charisma (5)

Be optimistic Be passionately enthusiastic Communicate with body, not just words Draw others in - inspire others Tap into emotions - bring out the potential in others

Nominal Group Technique (NGT) 4-steps

Before any discussion takes place, each member independently writes down ideas on the problem. After the silent period, each member presents one idea to the group. No discussion takes place until all ideas have been presented and recorded. The group discusses the ideas for clarity and evaluates them. Each group member silently and independently rank-orders the ideas. The idea with the highest aggregate ranking determines the final decision.

Behavioral Theories of leadership

Behavioral theories of leadership: can determine leadership effectiveness by leader behavior, and perhaps train people to be leaders Behaviors can be taught - traits cannot Leaders are trained - not born

Body Language conveys (2) Meaning changes with (3)

Body language conveys: The extent of affinity for another The relative perceived status between a sender and receiver Meaning changes with: Intonation (rise and fall in voice when speaking) Facial expression Physical distance

Positivity offset

Bottom line, we all experience emotions and moods differently, though positive moods are somewhat more common than negative moods. This is called positivity offset

Leader-Member Exchange (LMX) Theory

Builds on idea that leaders develop different relationships with different followers In-group exchange - good working relationship based on loyalty, mutual trust, and sense of sharing common fates Out-group exchange - interactions that occur when leaders and followers fail to create trust, respect, and common fate

Channel Richness Definition and 3 things that determine channel richness 10 channels of communication ranked

Channel Richness - the amount of information that can be passed from one person to another per communication episode 1) can handle multiple cues simultaneously 2) facilitate rapid feedback 3) very personal. Face-to-face communication scores highest in channel richness

Multi-team Systems (MTS) What is it? When is it the best choice?

Collections of two or more interdependent teams that share a superordinate goal (A 'team of teams') The best choice when a team has become too large to be effective or when teams with distinct functions need to be highly coordinated. Example: BBA Program Office -Admissions -Academic Services -Advising -Student Life -Career Services

Virtual Teams How do these teams work? Characterized by?

Computer technology ties dispersed team together Characterized by: Limited Socializing Ability to overcome time and space constraints

Team effectiveness model (1-4, 2-6, 3-7

Context: Presence of Adequate Resources: Effective work teams must have the support from the larger organization, e.g. timely information, equipment, staffing, encouragement and administrative assistance. Leadership and Structure: Quite simply, teams can't be effective unless they can agree on who is to do what and ensure that all members share the workload. Climate of Trust: Trust is the foundation of leadership. Effective teams must trust each other and their leaders. Performance Evaluation & Reward Systems: Management should utilize hybrid performance systems that incorporate both individual AND team outcomes, e.g. profit sharing, gainsharing, group-based appraisals. Composition: Abilities of Members: The knowledge, skills and abilities of individual members (Technical expertise, Problem-solving, Interpersonal) Personality of Members: Teams that rate higher on mean levels of conscientiousness and openness to experience tend to perform better Allocation of Roles: Successful teams select members to play all key roles based on their skills and preferences (9 potential team roles) Diversity of Members: Working on diverse teams produces better outcomes. Size of teams: Keeping teams small is key to group effectiveness. (3-7) Member Preferences: Effective teams are composed of people who prefer working as part of a group. Process: Common Plan and Purpose: Effective teams have established a clear sense of what needs to be done and how Specific Goals: Successful teams translate their common plan and purpose into specific, measurable, and realistic goals. Consistent with individual goals, these should be difficult but achievable. Team Efficacy: Effective teams have confidence. They believe they will succeed. Mental models: Effective teams share accurate mental models, i.e. a shared thought process about how something works. Conflict levels: Relationship conflicts—those based on interpersonal incompatibilities, tension, and animosity toward others—are almost always dysfunctional. However, when teams are performing nonroutine activities, disagreements about task content (called task conflicts ) stimulate discussion, promote critical assessment of problems and options, and can lead to better team decisions. Social Loafing: Make members individual and jointly accountable.

Diversity: Kinds of group diversity (5) Affect of diversity on the group

Cultural Demographic Racial Gender Tenure Diversity appears to increase group conflict, especially in early stages, but may improve group performance in the long term by making members more open-minded, creative, and to do better.

Direction of Communication in Organizations (3)

Downward: --Communication that flows from one level to a lower level (Chain of Command) --One-way communication Managers explain why a decision was made, but do not solicit advice or opinions of employees Upward: --Communication that flows to a higher level --Keeps managers aware of how employees feel about their jobs, coworkers, and the organization Lateral (or horizontal): --Communication that occurs between members of a work group, members at the same level in separate work groups, or any other horizontally equivalent workers (peer-to-peer) --Saves time and facilitates coordination --Usually informally created to short-circuit the vertical hierarchy and expedite action

3 examples of downward communication

Email: Email is a very important mode of downward communication. For taking immediate actions, authority sends emails to the employees who are directly affected by the direction given or decision taken. Employee Handbooks: Employee handbooks usually contain the rules and regulations of the company, employee responsibilities and benefits etc. when workers are hired, they may be given an employee handbook. Annual Reports: Annual report of an organization is very suitable to inform the employees about the organizational activities and achievements during the year.

Emotional Intelligence (EI) (3)

Emotional intelligence is a person's ability to: Perceive emotions in self and others Understand the meaning of these emotions Regulate one's emotions in a cascading model

Emotional labor and emotional dissonance

Emotional labor: The process of managing feelings and expressions to fulfill the emotional requirements of a job. Emotional dissonance: when an employee has to project one emotion while simultaneously feeling another

Chapter 4

Emotions and moods Positive and negative affect Sources of mood and emotions Felt vs displayed emotion Surface vs deep acting AET EI

What is the difference between emotions and moods?

Emotions are intense feelings directed toward someone or something Moods are less intense feelings that often arise without a specific event acting as a stimulus (lack a contextual stimulus)

Affective events theory (AET)

Employees react emotionally to things that happen to them at work, and this reaction influences their job performance and satisfaction

Barriers to effective communication (8)

Filtering (manipulation of information so it will be seen more favorably) Selective perception (selectively seeing or hearing based on needs) Information overload (exceeds processing capacity) Emotions (interpret differently based on current state) Language (age, context, culture) Silence (noninterest or inability to deal) Communication apprehension (anxiety) Lying (misrepresentation of information)

5-stage group development model

Forming: Characterized by uncertainty about purpose, structure, and leadership. Members determine acceptable behavior for themselves in the group through trial and error. Complete when members begin to think of themselves as part of a group Storming Stage: Characterized by intragroup conflict; conflict over who will control the group. Complete when there is a fairly clear hierarchy of leadership. Norming Stage - Close relationships develop and group demonstrates cohesiveness. Strong sense of group identity and camaraderie Complete when the group structure solidifies and the group has established a common set of expectations of what constitutes correct member behavior Performing Stage - Structure is now fully functional. Group energy has advanced from understanding each other to performing the task at hand. For permanent work groups, performing is the LAST stage in development. For groups like task forces, committees, and groups with a limited scope of work, there is an... Adjourning Stage - to wrap up activities and prepare to disband

Two distinct skill categories of inspirational leaders:

Framing: Presenting the message in a meaningful way by amplify values and beliefs Rhetorical crafting: Use symbolic language to give emotional power to a message, e.g. metaphors, analogies, stories, and speech techniques such as repetition and alliteration

caveats of the Team Effectiveness Model (3)

Generalizes across all varieties of teams (in reality, teams vary in form and structure) Assumes teamwork is preferable to individual work Team effectiveness can be defined by objective measures such as productivity, performance ratings, etc.

Path-goal theory: Extracts elements from the Ohio State Studies (initiating structure & consideration) and Expectancy Theory:

Good leaders provide clear direction, set high goals, get involved in goal achievement, and support employees... The theory predicts: Directive leadership yields greater satisfaction when tasks are ambiguous or stressful Supportive leadership results in high performance and satisfaction when employees are performing structured tasks Directive leadership is perceived as redundant by employees with high ability or experience

Why are teams so popular? (6)

Great way to optimize employee talents Teams are more flexible and responsive to changes in the environment than traditional departments Teams can quickly assemble, deploy, refocus and disband Facilitates employee involvement Increased employee participation in decision making Democratizes an organization and increases motivation

Group definition Formal groups Informal groups

Group: A group usually consists of three or more people who work independently to attain organizational goals. In other words, it focuses on achieving individual goals. Formal: Defined by the organization's structure. Informal: Neither formally structured nor organizationally determined. Formed as need for social interaction.

Chapter 9

Groups, formal and informal 5 stage group development punctuated equilibrium model 6 group properties Role determination Types of norms Status sources and impacts Cohesiveness and workgroups + cohesiveness and productivity Types of diversity and affect on group Group decision making By-products of group decision making

Two bad by-products of group decision making: Groupthink and Groupshift

Groupthink - Situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. Groupshift (aka group polarization) - Groups usually make decisions that are more extreme than the original thoughts and views of the individual team members.

Six Universal Emotions

Happiness - symbolized by raising of the mouth corners (an obvious smile) and tightening of the eyelids Surprise - symbolized by eyebrows arching, eyes opening wide and exposing more white, with the jaw dropping slightly Fear - symbolized by the upper eyelids raising, eyes opening and the lips stretching horizontally Sadness - symbolized by lowering of the mouth corners, the eyebrows descending to the inner corners and the eyelids drooping Anger - symbolized by eyebrows lowering, lips pressing firmly and eyes bulging Disgust - symbolized by the upper lip raising, nose bridge wrinkling and cheeks raising

Cohesiveness: Work groups are cohesive because they

Have spent a great deal of time together Group's small size or purpose facilitates high interaction External threats have brought members closer together

8 Situations for Fiedler model

High control = task oriented Moderate control = Relationship-oriented Low control = Task oriented

High context vs low context cultures

High-Context Cultures Rely on non-verbal and subtle situational cues Status, place in society, reputation carry weight "What is not said" is perhaps more significant Communication implies building relationships and trust Low-Context Cultures Rely on spoken and written words to convey meaning Body language, formal titles, status are secondary Directness Enforceable contracts "in writing" and legalistic

Roles: How do we know each roles requirements? (3)

Role perception - our view of how we're supposed to act in a given situation (Catch Me If You Can example where Leo is acting as he thinks a lawyer would act) Role expectations - how others believe you should act in a given situation (Trump's use of tweeter is not what we expect from someone so high up the political ladder) Role conflict - conflict experienced when multiple roles are incompatible (Father broadcasting his son's game example)

Routine vs non-routine communication

Routine communication - Straightforward with minimal ambiguity Non-routine communication - Complicated and potential for misunderstanding

The 5 dimensions of EI

Self-Awareness - being aware of what you are feeling Self-management - the ability to manage your own emotions and impulses Self-motivation - the ability to persist in the face of setback and failures Empathy - the ability to sense how others are feeling Social skills - the ability to handle the emotions of others

Communication process (7 steps and 7 definitions)

Sender - party that sends message Message - information to be conveyed Encoding - transforming thoughts to be conveyed into a form that can be sent, e.g. words Channel - manner in which the message is sent, e.g. speaking Receiver - target of communication Decoding - mentally processing the message information Feedback - response to the message as interpreted, e.g. a question

Situational leadership theory (another contingency theory) (4 situations)

Situational Leadership Theory (SLT): Focuses on the followers. Successful leadership depends on selecting the right leadership style contingent on the followers' readiness to accomplish a task. If the follower is: Unable and unwilling, then give clear and specific directions Unable but willing, then display high task orientation to compensate for followers' lack of ability and high relationship orientation to get them to buy in to vision Able but unwilling, then use supportive & participative style Able and willing, then take a hands off approach

Darkside of charismatic leadership

Some leaders: Use organizational resources for personal benefit Remake companies in their own image Allow self-interest and personal goals to override organization's goals

Status: 3 sources of status

Status Characteristics Theory suggests three sources: The power a person wields over others A person's ability to contribute to a group's goals An individual's personal characteristics

Status: Impact of Status on groups: Status and Norms Status and Group Interaction Key Takeaway

Status and Norms High-status members often have more freedom to deviate from norms, are better able to resist conformity pressures, and feel they can yield more influence and pressure others to conform Status and Group Interaction High status people are more assertive; speak out more; criticize more; and state more demands Low status members may pull back or not participate at all As a result, group creativity may suffer Key Takeaway: Large differences in status within groups are associated with poorer individual performance, lower health, and higher intentions to leave the group

Decision making group strengths (3) and weaknesses (4)

Strengths: Generate more complete information and knowledge (A-Z) Increased diversity of views (more alternatives) Increased acceptance of a solution Weaknesses: Takes longer Conformity pressures Discussions can be dominated by one or a few members Ambiguous responsibility for the final outcome ( no individual accountability)

Cohesiveness: Relationship between cohesiveness and productivity

Studies consistently show that the relationship between cohesiveness and productivity depends on the group's performance related norms: High cohesiveness with high performance norms for quality, output, & cooperation, leads to higher productivity

Surface acting vs deep acting

Surface Acting - hiding one's true emotions and feelings in response to display rules Deep Acting - trying to modify or change one's true feelings based on display rules Surface acting deals with displayed emotions, while deep acting deals with felt emotions

When should you use written communication?

The Most Reliable Mode for Complex & Lengthy Communication Provides a tangible and verifiable record that can be stored for an indefinite period of time Message is physically available for later reference Messages are more likely to be well thought-out, logical, and clear Watch for grammar mistakes

Difference between two studies

The University of Michigan's model proposed: two leadership styles (1) employee oriented and (2) production oriented on the opposite end of the same continuum The Ohio State University model proposed: four leadership styles, (1) low initiating structure and high consideration, (2) high initiating structure and high consideration, (3) low initiating structure and low consideration, and (4) high initiating structure and low consideration. (not mutually exclusive) Conclusion: Ohio State studies offers a more rounded view of leadership behavior by demonstrating that leaders could exhibit characteristics from both dimensions rather than just one

Arguments in favor of emotional intelligence (3) Arguments against emotional intelligence (3)

The case for: Intuitive appeal - it makes sense EI predicts criteria that matter -positively correlated to high job performance Study suggests that EI is neurologically based The case against: EI is too vague a concept EI can't be measured EI is so closely related to intelligence and personality that it is not unique when those factors are controlled

What do the 6 Group Properties do?

They are the forces at work that shape how we behave within a group They help explain and predict behavior within the group and the performance of the group itself

Trait theory of leadership and 2 conclusions

Trait theories of leadership: Early assumption that leaders were born. Focused on personal qualities and characteristics (personality, social, physical, and intellectual attributes) Two conclusions: 1)Traits can predict leadership 2)Traits do a better job predicting the emergence of leaders and the appearance of leadership than distinguishing between effective and ineffective leaders

When should you choose oral communication?

Use oral communication when gauging the receiver's receptivity is important, e.g. client feedback But also consider: The receiver's preference Pace of work environment Your speaking ability or delivery (the sound of your voice is twice as important as what you are saying)

Four Types of Teams

problem solving, self managed, cross functional, virtual