MGT 310 Final Exam
contingency approach to leadership
-combines trait, behavior, and situation approaches to leadership -link traits or behaviors to situations
Why are we competitive?
-culture -personality -organizational rewards
intergroup competition
competition between groups that relies on performing better than others creates long run problems: winning team- ignores problems/ stifles creativity losing team- blames and scapegoat
False Dichotomy
considering only two extremes when there are other possibilities
diffusion of responsibility
expecting others/ assuming someone else to manage the task
cognitive interference
negative thoughts that distract a person from focusing
startups
new business ventures created "from scratch", now past idea creation and now using money
concept of technology transfer
process by which a new invention/ innovation is turned into products & commercialized
advantages of decision making
process gain, motivational effects, and higher quality decisions
Disadvantages of Group Decision Making
process loss, communication problems, and failure to pool knowledge
displacement of responsibility
process of blaming one's unethical behavior on others
psychological safety
the belief that you wont be punished/ humiliated for speaking up with ideas, questions, or mistakes
Bad Barrels vs bad apples in teams
bad barrels= organizational issues bad apples= bad members of the organization
profit- sharing
based on how the company is doing and gives everyone at the company a piece
mind guards
"Protect" and preventing the group from negative information.
behavioral leadership approach
- leadership is a set of appropriate behaviors - decision making style -trains people to be good leaders
Trait/ Personality Approach
- leaders posses certain "big 5" traits that make them good leaders -uses tests to select good leaders
how to overcome mechanisms of moral disengagement
- collect data - shape your environment - broaden decision making
entrepreneurial team processes
- conflict - power/ politics - communication
problems with cooperation
- conformity - unhealthy agreement (abilene paradox example)
group technique to decision making
- democratic: team votes on a decision - uses mathematical techniques - uses structured decision techniques
what do people/ teams need to be creative?
- domain relevant skills - creativity relevant skills - task motivation
entrepreneurial team composition
- homogeneous vs heterogeneous teams -surface level characteristics - deep- level characteristics
ethical problems within teams
- implicit prejudices - in-group favoritism - over-claiming credit - conflicts of interest
Types of reward systeams
- individual - team - organizational - hybrid
various ways conflict is managed
- integrative agreements - team maintenance (prepping for conflict)
Full participation decision making
- involves consensus between members (discussion of issues until all members agree)
leader oriented decision making
- leader decides - leader assigns expert example: one person with authority to make decisions but consults the team for advice before deciding
Brainstorming & it's drawbacks
- not superior to individuals working alone - MAIN PROBLEM: waiting for your turn to speak - virtual or electronic brainstorming is more effective
how do we resolve some of these decision making problems?
- process mapping: creates a shared mental model - structured approaches: reduce unequal status, increase commitment and participation
how do we evaluate the success of group decisions?
- quality -speed -support
Four elements of emotional intelligence:
- self awareness - empathy - emotional regulation - relationship management
conflict resolutions approaches
- separate people from the problem - focus on the shared interests of all parties - develop many options to solve the problem - evaluate the options using objective criteria -try again
types of performance measures
- specific, quantifiable goals set ahead of time - team participation
external environment
- stable vs turbulent - type of industry - growth vs stagnant market
how do we manage conflict in virtual teams?
- stop using electronic messages to advocate opinions/ express emotions - leader intervention - face-to-face meeting
what factors inhibit creativity?
- stuck in ones own paradigms - extrinsic rewards - evaluation apprehension
types of evaluations
- traditional individual - team peer evaluations - evaluations of the entire team
Situational Leadership Approach
-adjusting leadership style relative to readiness of the team, characteristics of the job, and team structure -understand substitutes for leadership
4 categories of moral disengagement:
-cognitive misconstrual - minimization of role - obscuring or distorting consequences - reduction of identification with targets of harmful acts
interaction of trust and communication
-trust evolves from shared values, attitudes, and emotions - based on social relationships - impacts teamwork & cooperation
determinants of entrepreneurial team performance:
1. external environment 2. entrepreneurial team composition 3. entrepreneurial team processes
Entrepreneurial team
2 or more who have an interest, both financial and otherwise in a commitment to a ventures future success
avoidance
A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.
equity distress
An internal tension that results from being over-rewarded or under-rewarded relative to some comparison other
Satisficing
Choosing an option that is acceptable, although not necessarily the best or perfect.
Mixed- motives
Contexts in which people have reasons both to cooperate and to compete (team and individual goals conflicting)
the direct pressure of dissenters
Members are under pressure not to express arguments against any of the group's views
inflation bias
Positively distorting messages when giving feedback to others because of empathetic buffering or fear of conflict (soft on someone)
Define leadership
Process whereby an individual or individuals influence(s) the progress of team members towards achieving mutual goals
babble effect
The tendency for group members who talk at a high rate in the group to emerge as leaders, even if the information they share with the group is of low quality.
euphemistic labeling
Using "kind language" to make the behavior sound acceptable
bypassing
a communication problem that arises when the same words mean different things to different people
accommodation
a convenient arrangement; a settlement
patenting
a document that confers a right/ privilege (excludes others from using)
Self-managing teams
a team that manages and controls all of the major tasks of producing a product or service - shifts responsibility to team members and empowers employees
confirmation bias
a tendency to search for information that confirms one's preconceptions
compromise
an agreement or a settlement of a dispute that is reached by each side making concessions.
mental model approach
an explanation of someones thought process about how something works in the real world
alleviating equity distress
by restoring balance to the ratios of inputs and outputs: 1. alter the ratio: change inputs or outcomes 2. cognitive distortion: change perception of self/others 3. change your comparison
competition
communication and goal confusion leading to team conflict distrust --> reduced communication
labels of the transactional model
consists of senders and receivers, messages, channels, noise, and feedback
Success of Self-Managing Teams
depends on abilities within: - routine tasks - goal setting - experience in task performance - teamwork
various ways that conflict may start
during task processes (transitions and actions) and social processes (interpersonal, boundaries)
confrontation
face to face conflict
how do we overcome problems with cooperation?
focusing on 1. common goals and 2. rebuilding trust & communication
licensing
follows patenting process where someone pays a royalty to use a patent to make/ own
Formal vs. Informal Technology transfer
formal= involves a patent and legal contract informal= usually personal contacts and individual knowledge
what are some decision making problems?
group polarization: when group discussions lead to a final decision that is more extreme than the average position of its members
illusion of invulnerability
groups belief that misfortunes cannot happen to them because they feel invulnerable within a group
healthy vs unhealthy sources of conflict
healthy conflict: focuses on tasks, difference of opinion about the task, different values/ perspectives, different expectations about the impact of decisions unhealthy conflict: competition over power, poorly run team meetings, personal grudges, conflict between individual/ team goals
moral justification
justifying otherwise immoral behavior in terms of a higher purpose
attribution of blame
lays blame on the victims of harm for a variety of reasons ("it's their own fault"/ "you brought it on yourself")
benefits to cooperation
members are motivated, supportive communication, improved performance, less tension/ fewer conflict, greater cohesion
moral disengagement
rationalizing immoral behavior as legitimate, as a way of justifying one's own bad acts
transactional model of communication
recognizes that we simultaneously send and receive messages; a cyclical model of the communication process
gain- sharing
recognizing a specific departmental teams effort by just giving them bonuses for their efforts
redundancy bias
restating other members words/ ideas instead of contributing unique ideas
process gain
successfully pulling knowledge; getting more from the team than you would expect according to the capabilities of its individual members
emotional intelligence
the ability to perceive, express, understand, and regulate emotions
collaboration
the action of working with someone to produce or create something
Dehumanization
the attribution of nonhuman characteristics and denial of human qualities to groups other than one's own
over-rewarded inequity
the employee believes that the reward/ recognition they are receiving is higher than their contribution compared to other employees
Under-rewarded inequity
the employee believes that the reward/ recognition they are receiving is lower/ less than their contribution compared to other employees
illusion of unanimity
the false sense of agreement within the group due to no one speaking up
equity theory
the idea that people are happiest with relationships in which the rewards and costs experienced by both parties are roughly equal (employees valuing fairness)
shared leadership
the notion that leadership functions can be shared or performed by various members of the team - focuses on: participative decision making, developing social relations/ support, and empowerment
advantageous comparison
the process of comparing oneself to others who are worse
process loss
the reduction in group performance due to obstacles created by group processes, such as problems of coordination and motivation (working more poorly as a group than as individuals)
social loafing
the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable
reciprocity bias
they were nice to me so I'll be nice to them (even if they are a bad worker)
Process Mapping
used to describe the process visually; clarifies what each step does and who does it (creates a shared mental model)
360-degree feedback
uses multiple raters, including self-rating, team members, customers, etc. to appraise employee performance and guide development
team halo effect
viewing them as perfect because the team is so cohesive
when are individual decisions superior to group decisions?
when -action from most members is not required - simple - quick
social inhibitors
when a personal alters or restrains their behavior when around others in a social setting for fear of being judged
When are group decisions superior to individual decisions?
when resources are successfully pooled - team composition - good communication
self-censorship
withholding information or opinions in group discussions
cooperation
working together for the good of all
effective feedback is:
•Important •Specific and Descriptive •Timely •Honest, based on trust and sincerity •Focused on controllable behavior or outcomes •Delivered by a "competent" source