Leadership - Ch 9 - MGMT-5370-W01 - SEMINAR

External leader

when the leader is not a member of the team

Leadership practices of effective leaders of virtual teams:

• Establish and maintain trust through the use of communication technology. • Ensure that diversity in the team is understood, appreciated, and leveraged. • Maintain frequent communications, including virtual meetings. • Monitor team progress through the use of technology. • Enhance external visibility of the team and its members. • Ensure that individuals benefit from participating in virtual teams. • To maintain a high-touch environment, conduct one or two face-to-face meetings per year.

gig economy

an economy made up of freelancers and contingent workers who piece together projects and jobs to earn the revenue they need to live the life they desire

Intergroup Leadership

• Leading a number of teams within the organization. • A broader challenge is leading groups and teams in different organizations. • Leader must build a shared collective identity across the various teams.

cooperation theory

A belief in cooperation and collaboration rather than competitiveness as a strategy for building teamwork Leaders should work with the group to establish a code of conduct that all members of the group or team agree to follow.

e-leadership

A form of leadership practiced in a context where work is mediated by information technology

Open-book management

Practice of sharing with employees at all levels of the organization vital information previously meant for management's eyes only. workers of a company sharing strategic and financial information as well as responsibility

LO: Describe how the leader-member exchange model contributes to an understanding of leadership.

The Leader-Member Exchange (LMX) Model • Developed by George Graen and associates. • The LMX model helps explain why one subgroup in a work unit is part of a cohesive team and another unit is excluded. • According to the model, leaders develop unique working relationships with subordinates. • In-groups and out-groups are created. • The leader's first impression of a group member's competency plays an important role in placing that person into the ingroup or the out-group. Treatment of In-Group Versus Out-Group Members -- In-group members are invited to participate in important decision making, are given added responsibility, and are privy to interesting gossip. -- Members of the out-group are managed according to the requirements of their employment contract. They receive little warmth, inspiration, or encouragement. Reciprocity Between Leader and Members -- The leader grants more favors to the in-group member, who in response works harder to please the leader, a contributor to being a good team player. • Satisfaction with Teamwork • Extra-Role Behavior • Safety Performance • Transformational Effects • Leader Status

Extra-Role Behaviors

These are behaviors that benefit the organization, but are not explicitly required of members: - Contributing constructive ideas - Cooperating with co-workers - Expressing favorable attitudes about the organization to others - Taking the initiative to get additional training on your own - Keeping the organization safe by removing hazards

Teamwork

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

Team

Work group that must rely on collaboration of each member to experience optimum success and achievement.

Micromanagement

the practice of over controlling others and their work, as well as paying far too much attention to details and how employees do their work To be a good team leader, a manager must give group members ample opportunity to manage their own activities. Avoiding micromanagement is a core ingredient of employee empowerment because empowered workers are given considerable latitude to manage their own activities.

LO: Describe leader actions that foster teamwork.

• Leaders can foster and improve teamwork through actions using their own resources and through actions relying on organizational structures and policy. Teamwork Actions Leaders Can Take Using Their Own Resources • Defining the Team's Mission • Establishing a Climate of Trust • Developing a Norm of Teamwork Based on Cooperation Theory • Develop Group Emotional Intelligence • Emphasizing Pride in Being Outstanding • Serving as a Model of Teamwork, Including Power Sharing and Collective Leadership • Using a Consensus Leadership Style • Establishing Urgency, Demanding Performance Standards, and Providing Direction • Encouraging Competition with Another Group Engaging in Ample Interaction with the Team and Provide Positive Feedback • Minimizing Micromanagement • Practicing E-Leadership for Virtual Teams Actions Generally Requiring Organization Structure or Policy • Designing Physical Structures That Facilitate Communication • Emphasizing Group Recognition and Rewards • Initiating Ritual and Ceremony • Practicing Open-Book Management • Selecting Team-Oriented Members • Using Technology That Enhances Teamwork • Blending Representatives from the Domestic Company and Foreign Nationals on the Team

LO: Explain the potential contribution of outdoor training to the development of team leadership.

• Outdoor training is a popular experiential approach to enhance teamwork; however, opinions about its effectiveness are mixed. Goals are reasonably consistent across different training groups: • Discover your strengths and weaknesses. • Test your limits. • Work together as a team. • Have fun. • Face the essence of who you are and what you're made of. Pros: • Perception that trust, cooperation, communication, selfconfidence, appreciation of hidden strengths, and teamwork improve with outdoor training. Cons: • Perception that team members revert to old behaviors over time; team members come and go, thereby diluting the experience for their group; some team members may find it repellant; and team members are sometimes exposed to harm or injury.

LO: Understand the leader's role in a team-based organization.

• Teamwork is an understanding of and Commitment to group goals on the part of all group members. • Leaders must occupy many roles and employ many strategies (actions) to be an effective team builder. • Team-based organizations need leaders who are knowledgeable in the team process and can help with the interpersonal demands of teams. Key Roles of a Team-Based Leader • Building trust and inspiring teamwork. • Coaching team members and group members toward higher levels of performance, even to the point of being a high-performing transformational team. • Facilitating and supporting the 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.