NL310

what are Lencioni's "The 5 Dysfunctions of a Team"?

-Absence of Trust -Fear of Conflict -Lack of Commitment -Avoidance of Accountability -Inattention to Results

The list of sources of norms are...

-External (higher) organization -Leader/Policy -Teammates -Past situations -Critical events -Primacy (aka the first thing)

What are some reasons norms remain intact?

-facilitate group survival -simplify things -avoid interpersonal problems -express group values -clarify group identity

Rules for Feedback

1. ) Truthful 2.) Focus on Behavior 3.) Specific and Frequent 4.) Redirect on the Future 5.) Build confidence 6.) MUST come from a place of LOVE

The layers of the 'Levels of Culture' Iceberg, from top to bottom, are...

1. Artifacts 2. Espoused Beliefs and Traditions 3. Basic Underlying Assumptions

How to give feedback

1. Cue for feedback 2. Detail the behavior 3. Describe the impact 4. Look to the future

Types of Diversity

1. Demographic; 2. Psychological; 3. Organizational

3 aspects of the Team Leadership Model

1. Input 2. Processes 3. Output

The layers of culture, from largest to smallest, are...

1. Macroculture 2. Organizational Culture 3. Subcultures 4. Microcultures

4 Organization Culture Factors are...

1. Myths and Stories 2. Symbols and Artifacts 3. Rituals 4. Language

The four dangers of cohesion are:

1. Overbounding 2. Groupthink 3. Ollieism 4. In-group/Out-group Fault Lines Strengthened

The three parts of the Performance Management Cycle are

1. Planning 2. Monitoring 3. Evaluating

Three types of conflict are

1. Process Conflict (who does what with which resources) 2. Task Conflict (how to start the task) 3. Relationship Conflict (personal/social issues)

Coaching (Performance Management)

1. Set a goal 2. Brainstorm resources 3. Create a plan 4. Coachee acts and reports back 5. Feedback

4 Team Design Factors that lead to Effectiveness

1. Task 2. Team Size/Boundary 3. Norms 4. Authority

Corrective Feedback (Feedback)

Adjusts incorrect behavior

Motivation is...

Anything that provides direction, persistence, intensity to behavior

Legitimate power

Based off of a formal role of authority (e.x. CO, president)

Informational power

Based off of having more information or knowledge than the followers

Inspirational/Emotional Appeal (Influence Tactics)

Building enthusiasm by appealing to emotions/ideals/values

Rational Persuasion (Influence Tactic)

Convincing someone with logic/facts/reason

What is the relationship between leadership and culture?

Culture: Determines criteria for leadership, who will and will not be leader Leadership: Creates change and manages culture

What is the difference between culture and climate?

Culture: the values, beliefs, and patterns of behaviour that lay at the heart of an organization Climate: the relationship between the organization and it's members

Empowerment (Motivational Approach)

Delegates leadership authority to the lowest level

Pressure (Influence Tactics)

Demanding compliance through threats or intimidation

Compliance vs Commitment

Done because you were told to vs. Done because you want to

3 Team Leadership Functions

Dream, Design, Develop

Positive Feedback (Feedback)

Enforces good work

Vroom's Expectancy Theory

Expectancy (effort), Instrumentality (performance), Valence (value of the outcome) are all factors in determining the outcome

Behavioral Approach (Performance Management)

Focuses on effective behaviors and ineffective behaviors

results-oriented approach (ROA)

Focuses on output, not input

Motives/Needs (Motivational Approach)

Focuses on the Autonomy, Mastery, and Purpose of followers

Stages of Group Development

Forming, Storming, Norming, Performing, Adjourning

FAST goals

Frequently discussed, Ambitious, Specific, Transparent

Demographic Diversity

Gender, Race and Ethnicity, Nationality, Generation of Birth, Religion, Sexual Orientation

Coalition (Influence Tactics)

Getting others to support efforts to persuade someone

Informal Organization

Governed by command culture and command climate

Formal Organization

Governed by levels of authority and structured levels of organization

Dunning-Kruger Effect

Graph comparing Confidence vs Wisdom, 'slope of enlightenment' refers to increase of confidence and wisdom at a steady rate

Achievement Orientation (Motivational Approach)

Having the right people on the team who are high achievers

Leader's Role for Performance Management

Help your people move up the slope of enlightenment 1. Plan 2. Monitor 3. Evaluate

Consultation (Influence Tactic)

Including others in planning and making decisions

What are Group Norms?

Informal rules adopted by groups to regulate members' behaviours

Pygmalion effect (Goal Setting)

Leaders articulate high expectations for followers, leading to higher performance

Golem Effect (Goal Setting)

Leaders don't believe in their followers, leading to lower performance

Delegation (Performance Management)

PROS Develops followers, allows for leader to handle more complex issues, strengthens org CONS Takes time, can be risky, the task could be desirable for the leader to do

Ingratiation (Influence Tactic)

Putting someone in a good mood before requesting something from them

Personal Appeals (Influence Tactic)

Referring to friendship or loyalty when making a request

Legitimating (Influence Tactics)

Referring to one's authority/support from superiors when making requests

How is leadership measured?

Results and Retention

Goal Setting (Motivational Approach)

Setting clear performance targets and helping people create plans to achieve

SMART goals

Specific, Measurable, Attainable, Realistic, Timely

Operant Approach (Motivational Approach)

Using rewards and punishments to increase or decrease behaviours

What is the relationship between values and culture?

Values are the foundation of an organization; cultures are more cohesive if there's alignment between written and unwritten values

Psychological Diversity

Values, beliefs, personality, knowledge, skills

Groupthink (group cohesion) is...

When team members do not raise concerns or questions

Ollieism (group cohesion) is...

When team members take improper actions in the hopes of meeting the leaders' intent

Overbounding (group cohesion) is...

When the team is unwilling to seek or accept help from outside sources

Coercive power

based off of whether the leader can punish the followers

Reward power

based off of whether the leader can reward the followers

Expert power

based off the perception of competence

Referent power

how much the followers like you

Exchange (Influence Tactics)

making explicit or implied promises and trading favors

Organizational Diversity

status, occupation, department or division, tenure

Culture and climate intersect at the _______ level

subcultural