Organizational Behavior Quiz 2
Lewin's formula:
(*B*)ehavior of a team = *f*unction (*P*ersonality, *E*nvironment) -Behavior is a function of the personality of the group and the environment they're in
Planning Process
**MAIN FOCUS** 1.)Establish/Reaffirm Vision & Mission(core values, guiding principles, code of ethics, diversity) 2.)Establish / reaffirm value proposition(core competencies) 3.)Identity / reaffirm model for strategic differentiation **STILL IMPORTANT** 4.)Perform construct analysis to generate KPI's (Quantify the vision, mission, etc.) 5.)Develop strategic plan based on data and gap analysis 6.)Maintain/improve (Kaizen) day to day operations through daily management
Business case for diversity
*Cost* -Less turnover; more productivity if diverse employees are engaged in work *Resource (acquisition)* -Better PR; more able to attract best talent and sell product if you have a good reputation *Marketing* -Better insight to market to diverse population *Creativity* -Different sources of ideas; different perspectives *Problem (solving)* -Wider range of perspective; devils advocate; avoid groupthink *Flexibility* -More fluid; can react for environmental changes *Avoid litigation* *Globalization*
House's Details
*Directive* good when employees need direction; bad when they are independent thinkers *Supportive* good when employees are under stress *Participative* great when subordinates support of a decision is required *Achievement* great for employees who are bored, but not good for employees already at their limit
Pay and Motivation (Extrinsic)
*Equity theory:* Pay is given in proportion to inputs *Expectancy theory:* Pay has high valence for many people *Goal Setting theory:* Pay is linked to attainment of goals *Learning theory:* Outcomes (pay) should be contingent on the performance of organizationally functional behaviors
SMART
*S*pecific *M*easurable *A*mbitious/Achievable *R*ealistic/Relevant *T*ime specific -Examples: new years resolution
LSM Details
*Subordinates:* Skills, abilities, experience, knowledge, and motivation *The situation or context:* the extent to which the work is interesting and enjoyable
Fielder's Details
*Task oriented leader* are ideal for situations that are highly favorable or highly unfavorable *Relationship oriented leaders* are ideal for situations that are moderately favorable
Extrinsic Motivation
- (reward-driven behavior) rewards or other incentives — like praise, fame, or money — are used as motivation for specific activities Ex: money, working conditions, relationship with subordinates/supervisor/peers, company policy, job security, supervision, personal life, status
Workgroups
- *Formal* groups established by the organization to do its work -command group & Affinity groups
LT:Operant Conditioning
- Behavior changes occur when behavior is reinforced, and when behavior is not reinforced or is punished, it will eventually cease
Competencies
- Capabilities or abilities that include both intent and action, and that can be directly linked to how well a person performs on a task or in a job
Motivation
- Forces, internal and/or external to a person, that arouse enthusiasm and persistence to pursue a certain course of action
Transactional Leadership
- Motivate their followers in the direction of established goals by clarifying role and task requirements
Empowerment
- Trusting employees to make decisions and to take responsibility for their decisions and actions
LT:Social Learning
- When people observe the behaviors of others, recognize the consequences, and alter their own behavior as a result
Expectancy (Expectancy Theory)
- a person's perception about the extent to which his or her effort will result in a certain level of performance -I can do it if I try -If I practice my foul shot more, will my foul shooting improve in the game?
GP Factors:Norms
- a standard against which the appropriateness of a behavior is judged -Group norms usually are established during the second stage of group development (communication and decision making) and are carried forward into the maturity stage
Intrinsic Motivation
- act of doing something without any obvious external rewards. You do it because it's enjoyable and interesting, rather than because of an outside incentive or pressure to do it, such as a reward or deadline -Ex: enjoyment, autonomy, interesting work, achievement, development, recognition, responsibility, advancement, growth
Transformational Leadership
- creates valuable and positive change in the followers with the end goal of developing followers into leaders
Informal Groups
- established by its members -Friendship & Interest
Equity Motivation
- focuses on people's desire to be treated with what they perceive as equity and to avoid perceived inequity
Referent
- power that comes from personal characteristics that people value and want to emulate and that cause people to feel respect or admiration
Negative reinforcement
- strengthening a desired behavior by withdrawing something negative Ex: a manager ceases sending harsh reminder emails once a report is turned in
Reinforcement
- strengthens a behavior and increases the likelihood it will be repeated (NEGATIVE &POSITIVE)
Expert
- the ability to influence followers through a combination of special knowledge and/or skills
Reward
- the ability to influence others by giving or withholding rewards such as pay, promotions, time off, attractive projects, learning experiences, and the like
Legitimate
- the ability to influence others by right of the one's position in the organization, the office held or formal authority
Coercive
- the attempt to influence others through punishment
GP Factors:Cohesiveness
- the extent to which a group is committed to remaining together; it results from forces acting on the members to remain in the group
GP Factors:Composition
- the homogeneity or heterogeneity of the members Ex: A group is homogeneous if the members are similar in one or several ways that are critical to the work of the group, such as in age, work experience, education, technical specialty, or cultural background.
Positive reinforcement
- use of positive consequences to strengthen a desired behavior Ex: Bonuses are given to the employee who sells the first car each month
Extinction
- weakening behavior by ignoring it -When you have control over the reinforcers --Ex: a new employee regularly asks for feedback and when she gets none, she stops seeking it
Punishment
- weakens a behavior and lessens the likelihood that it will be repeated -Presenting something negative or withdrawing something positive following an undesired behavior --Ex: the US DOT fines airlines $27K per passenger for planes left on the tarmac for more than 3 hours
CLS: International
-*Global Strategy* → selling the same product and using the same basic marketing approach in each national market -*Multi-domestic strategy*→ customizing products and marketing strategies to specific national conditions
Policy Deployment (Hoshin Planning)
--AKA Hoshin planning or Hoshin Kanri -Establishing the point of the compass -"Refers to the process of internalizing policies for Kaizen throughout the company, from the highest to lowest levels"
1.)Establish/Reaffirm *Vision*
-15-20 years period -Describe in broad terms the aspirations of the organizations -Often accompanied by values, beliefs or guiding principles: those underlying premises upon which the company is based Example→ inovonics: Extend the reach, capabilities, and positive impact of human activities by creating innovative wireless communications solutions
1.)Establish/Reaffirm *Mission*
-3-5 year period = subset of the vision -Where the organization is attempting to go, and how it will 'appear' when it arrives Identifies: -*What* the organization does -*Who* the primary customers of the firm's products and / or services are -*How* the organization does what it does
6.)Maintain/improve (Kaizen) day to day operations through daily management
-80/20 rule -80% of day to day operations -4 & 5 20%
Costs of teams
-Are expensive to implement -Require significant training -Can have initially high turnover -Historically work about ⅓ of the time -Face problem with group decision making(Group think, minority domination) -Have social loafers
5.)Develop strategic plan based on data and gap analysis
-Are you achieving these measurements (KPI's) -Develop plan based on the large gap items (low performing)
Quid pro quo
-Asking or forcing an employee to perform sexual favors in exchange for some reward or to avoid negative consequences -Single incident
Functional level
-At the department level -Finance, marketing, operations, etc.
GP Factors: Informal Team Leadership Styles
-Autocratic, -Democratic, -Laissez Faire)
CLS: Stability
-Business as usual maintains market share/customer base, etc. -Usually in times of economic uncertainty
Diversity challenges
-Changing demographics -Discrimination -Sexual harassment -Bias toward/against diverse individuals -Glass ceiling
Group Performance Factors
-Composition -Size -Norms -Informal Team Leadership Styles -Cohesiveness
Functional conflict
-Constructive -Encourages differences of opinion -Without it, complacency can ensue
Failure to choose a business level model
-Creates confusion, tension, & loss of energy -Makes it virtually impossible to resolve resource-related problems & set priorities
Discrimination
-Denial of an employment opportunity for reasons that are not job relevant -Disparate treatment -Adverse impact
2.)Establish / reaffirm *value proposition*
-Describes why customers should purchase from us rather than from the competition -Must resonate with the consumer/customers, not the management team Example→ inovonics: Our products will be differentiated by their innovation, superior performance, unique features, and unparalleled customer support. While we will not compete solely on price, our cost structure must allow our products to be priced within proximity of relevant competitors
Dysfunctional conflict
-Destructive -Aggression, personal attacks -Counterproductive
Benefits of Teams
-Enhanced performance -Employee benefits -Reduced costs
Deviance
-Failure to conform; when a member of a group violates a group norm -Deviance allows for new ideas in the group (Continuous improvement) -Norms can kill creativity and productivity -Want to balance conformity and deviance
Stages of group development → Bruce Tuckman's Model
-Forming(Mutual acceptance) -Storming (Communication and Decision Making) -Norming (Motivation and productivity) -Performing (control and organization) -Adjourning
Gender and Leadership
-Gender does not impact leader effectiveness -Differences based on research --Women tend to be more participative --Men tend to be harsher with punishments -Stereotypes that don't hold up --Women are more people-oriented --Men are more process-oriented -Still relatively few women in the top levels of management
Factors leading to group cohesiveness
-Group size -Effectively managed diversity -Group identity and healthy competition -Success
social loafers
-Human tendency to put forth less effort in a group than when they work alone -Can result in lower group performance -May even prevent a group from attaining its goals
Enhanced performance
-Improved productivity -Improved quality -Improved customer service
Democratic (participative)
-Leader facilitates the decision making process -Focuses on people; empowerment -Can take long time to make decision
Laissez-faire (delegative)
-Leader is more hands off and lets the team do their thing
Power
-Legitimate -Reward -Referent -Expert -Coercive
Consequences of group cohesiveness
-Level of participation within a group -Level of conformity to group norms -Emphasis on group goal accomplishment
Autocratic (authoritarian)
-Like a dictator; decides alone; has a lot of control -Focuses on tasks -Quick decisions
Reduced costs
-Lower turnover -Lower absenteeism -Fewer injuries
Three ways to reduce social loafing
-Making individual contributions to a group identifiable when possible -Emphasizing the valuable contributions of individual members -Keeping group size at an appropriate level
Reinforcement sources:
-Managers, individuals *Self-efficacy:* Belief about ability to perform a behavior *Self- reinforcement:* Rewarding oneself for motivation
EQ Enables leaders to:
-Motivate their subordinates to commit to their vision -Develop a significant identity for their organization and instill high levels of trust and corporation throughout the organization -Respond appropriately when they realize they have made a mistake
Selecting a business level model
-Must be consistent with the vision, mission, etc. -The majority of financial and human resource are devoted to that approach -But market parity must be maintained in the other two -80% to one particular model and 20% to the other two
Challenges: Discrimination
-Prejudices/ stereotypes -Ethnocentrism -Tokenism
Employee benefits
-Quality of work life -Lower stress
Sexual Harassment
-Quid pro quo -Hostile work environment
Business level
-Strategic direction of each business unit -Best total cost, product/service, total solution (competitive advantages)
Corporate level
-Strategic direction of the overall company -growth , stability, renewal, international
4.)Perform construct analysis to generate KPI's
-Taking your mission or vision and turning it into something that is quantifiable -Putting a measurement to your actions -*KPI*= Key Performance Indicator --Tells you if your successful
Hostile work environment
-Telling lewd joke, displaying pornography, making sexually oriented remarks about someones personal appearance, and other sex related actions that make the work environment unpleasant -Multiple incidents, unless severe
Product leadership
-These companies create and maintain a culture that encourages employees to bring new ideas into the company. -Innovation --EX: best product/ service
Operational excellence
-These organizations continually look for ways to modify their operational systems in order to reduce costs and lower prices while offering a desirable product that competes successfully with competitors' products. -Efficiency --EX: best total cost
Members conform to norms for three reasons
-To obtain rewards -Imitate respected members -Because they feel the behavior is right
Managing a diverse workforce
-Top down support for diversity -Diversity educations and training programs -Diverse managers and mentoring -Open communication about diversity
Maintenance
-Understanding different needs, concerns, backgrounds of individuals -Understanding how unconscious processes can interfere with accurate perceptions -Avoid stereotypes affect your decisions (not avoid stereotypes)
Adverse impact
-Usually unintentional -Against a group of people with same/similar protected characteristics -Result of an employment policy/practice
Challenges: glass ceiling
-an unofficially acknowledged barrier to advancement in a profession, especially affecting women and members of minorities -Invisible barriers to promotion -Glass cliff
Interest groups (Informal)
-are relatively temporary and informal and is organized around a common activity or interest of its members -Ex: AA meetings, Mom and me clubs
BLS: Specialization Strategy
-focus on a narrow market segment or niche—a single product, a particular end use, or buyers with special needs—and pursue either a differentiation or cost leadership strategy within that market segment. -Competitive advantage: *Customer Intimacy*
Emotional Intelligence
-is a better predictor of leadership effectiveness than Intelligence (IQ)
Customer Intimacy
-strive to deliver unique and customizable products or services to meet their customers' needs and increase customer loyalty. -Effectiveness --EX: best total solution
GP Factors:Size
-the number of people in the group
CLS: Growth
-whether to expand the company and seek to increase business in response to investor preferences for rising earnings per share, and the required business expansion generally requires the acquisition of additional talent -Organic→ happening as the organization expands from within by opening new factories or stores. -Mergers and acquisitions→ expand internationally, and respond to industry deregulation
Guidelines for success
1.)Define the team mission and goals 2.)Define roles and responsibilities (Leader, scribe, members) 3.)Establish ground rules (Norms) 4.)For meetings, start and end on times, define the outcome, and follow an agenda 5.)When things go wrong --Do not blame others, point fingers, or tell stories --Ask what i did to help contribute to the problem --Ask what we can do to move toward desired results
Groups:
2 or more people interacting with one another such that each person influences and is influenced by each other
Corporate level strategy(Growth, Stability, Renewal)
A plan of action to manage the growth and development of an organization so as to maximize its long run ability to create value
Business level strategy(best cost, product/ service, solution)
A plan of action to take advantage of favorable opportunities and find ways to counter threats so as to compete effectively in an industry
High Performance Teams
A team that exceeds expectations and performs better than other teams in similar situations -CU 2016 Buffs winning pack-12 south
A Command Group is another name for what?
A: A division /department
What's the last stage of Tuckman's Model?
A: Adjourning
What is the main reason for the gender pay-gap currently in the United states?
A: Childbirth and raising children
Q: If you want to increase motivation through the mechanism of increasing expectancy, you should...
A: Clarify people's expectancies that their effort will lead to performance
Most Leeds project teams follow which leadership style?
A: Democratic
Q: If I spend most of tonight studying, will it improve my grade on tomorrow's math exam?
A: Expectancy
Q: Nonprofit organizations often cannot offer employees salaries equal to those at for-profit businesses, so they offer other ______ such as generous unpaid leave days and high-status job titles
A: Extrinsic Rewards
Ideally we'd like to have no deviance in teams
A: False
Q: According to goal-setting theory, the easier the goal, the more motivating it is. This means that john, a double PhD in physics should set out to collect trash for a living
A: False
Successful teams make it a priority to point fingers at others when something has gone wrong
A: False
What type of harassment is Sheldon Cooper demonstrating when he goes to HR?
A: Hostile work environment
Q: If I get a better grade on tomorrow's math test will I get an "A" in math?
A: Instrumentality
Q: What is the belief that performance results in the attainment of outcomes?
A: Instrumentality
Which if the following describes what the organization does and who the primary customers are?
A: Mission
Q: _______ refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action
A: Motivation
Q: Devin's manager constantly messages him the day his monthly report is due, so Devin has begun working late the night before to deliver the report early and avoid the nagging. The manager is using _______ reinforcement to drive Devin's performance
A: Negative
Q: Lyle's manager just handed him a list of goals for the year. Because Lyle had no say in setting these goals, he isn't sure that they are the right ones for him, and as a result, he isn't very motivated to accomplish them. What is the cause of the problem here?
A: No goal acceptance
Q: Yanesh knows he works more hours and has delivered more code than most of his peers and yet receives less compensation. His sense of inequity is likely to cause him to
A: Put forth less effort on the job
Which company was mentioned in the video that had Germans as over ⅔ of their managers and only 7% women?
A: Siemens
Q: As a medical resident, Brooke shadows an experienced surgeon in order to see surgical techniques first-hand. Brooke is participating in?
A: Social (or vicarious) learning
What is the most obvious type of diversity VISIBLE in an image with different jobs?
A: Surface level diversity
Amazon.com continues to expand it's digital media offerings, in addition to adding tablets and phones to their product line. To Apple, this would be considered?(SWOT)
A: Threat
By definition, the 2016 CU Football team is an example of a high-performance team
A: True
Contrary to what we might think, conflict, if it's functional, is a good thing for a team
A: True
Something we know to be true about brainstorming is that teams are terrible at idea generation but great at idea judgment
A: True
Wearing masks in public in response to COVID-19 could be considered a group norm?
A: True
Q: Chen- Chu performs the same job tasks as her coworkers, but she believes she is being paid less. This is an example of?
A: Underpayment inequity
Q: How much do I really want an "A" in math?
A: Valence
The _______ statement answers the question, "What do we want to become?," and provides a clear sense of the future and the actions needed to get there, without many specifies
A: Vision
A company's mission statement typically addresses which of the following ?
A: Who we are, what we do, and why we are here
Q: Which demonstrates negative reinforcement
A: You clean up your mess in the kitchen to avoid a fight with your roommates
Q: If you want to increase the quality of someone's work using PAY how should you pay them?
A:Pay them bonuses for quality
While managers at ABC manufacturing were conducting a SWOT analysis, they concluded that their product line is obsolete and narrow. Their product line would be categorized as a:
A:Weakness
Teams:
An interdependent collection of at least 2 individuals who share a common goal and share accountability for the teams as well as their own outcome -Functional teams -Cross-functional teams -Problem-solving teams -Self-directed teams -Venture teams -Virtual teams -Global teams
Ethnocentrism
Belief in the superiority of one's nation or ethnic group.
Challenge
Can't be too easy / hard - must have resources and ability
Jimmy jack is focUSing his efforts on determining what to measure with respect to his companies vision and mission statements. Jimmy jack is doing:
Construct analysis
At what level would you see a renewal strategy?
Corporate
3.)Identity / reaffirm model for strategic differentiation
Corporate level Business level Functional level
Disparate treatment
Denial of opportunity because of protected characteristics. Not treated the same as others
What is the first step in the comprehensive strategic planning model?
Developing vision and mission statements
Secrets to Leadership
Emotional and Social Competence -effective leadership Power -influential leadership Ethics -responsible leadership
Denial of an employment opportunity for reasons that are not job relevant
Employment opportunities --Interview, raise, hiring, firing, layoffs
Conflict in groups
Functional conflict & Dysfunctional conflict
transformational leaders
Have high emotional intelligence Engage in developmental consideration Intellectual stimulate subordinates Inspire followers to transcend their own self-interests for the good of the organization Are charismatic Become aware of the importance of their jobs and high performance Become aware of their own needs for personal growth and development Work for the good of the organization, not just themselves
Feedback
How well am I doing?
Perceived inequity & Perceived equity
IE: a feeling of unfairness -People try to restore a perceived sense of equity E: a feeling of fairness -People are satisfied and don't change
BLS: Cost Leadership Strategy
Lowest cost producer in an industry for a particular level of product quality -Competitive advantage: *Operational excellence*
Storming (Communication and Decision Making)
Members start to communicate their feelings but still view themselves as individuals rather than part of the team. They resist control by group leaders and show hostility
Top down support for diversity
Ongoing diversity assessment Org climate that supports diversity
Which business model focuses on process and cost reduction?
Operational Excellence
Norming (Motivation and productivity)
People feel part of the team and realize that they can achieve work if they accept other viewpoints
Strategy Formulation with SWOT
SWOT Analysis: a planning exercise to identify strengths and weaknesses inside an organization and opportunities and threats in the environment
Diversity educations and training programs
Sexual harassment education and training
Diversity Types
Surface-level: Deep-level: Separation: Variety: Disparity:
Forming(Mutual acceptance)
Team acquaints and establishes ground rules. Formalities are preserved and members as ate treated as strangers
Adjourning
The team conducts an assessment of the year and implements a plan for transitioning roles and recognizing members contributions
Performing (control and organization)
The team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance
Diversity
The variety of observable and unobservable similarities and differences among people
Learning Theories
Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals. -Operant Conditioning -Social Learning
Fielder's Contingency Theory
This theory of leadership effectiveness views the pattern of leader behavior as dependent upon the interaction of the personality of the leader and the needs of the situation.
CLS:Renewal, Retrenchment
When a company is in trouble
LSM Key Contingencies
Whether leadership is necessary for subordinates to perform highly is contingent on characteristics of the subordinates and the situation
Leader substitutes model
a contingency model of leadership that states that certain characteristics of people or of the situation can make direct leadership unnecessary
Prejudices/ stereotypes
a dislike or belief about an individual or a group based on the idea that everyone in a particular group will behave the same way or have the same characteristics Ex: women are bad drivers
Goal Setting Theory
a theory that says that specific and difficult goals, with feedback, lead to higher performance -SMART -Challenge -feedback
Transactional Leader
also known as managerial leadership focuses on the role of supervision, organization, and group performance Leaders who implement this style focus on specific tasks and use rewards and punishments to motivate followers Developmental Consideration: when a transformational leader is looking out for your interests
Friendship groups (Informal)
are relatively permanent and informal and draws its benefits from the social relationships among its members
Affinity groups (Formal)
are relatively permanent collections of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities and solve problems. Includes groups of employees who share roles, responsibilities, duties and interests and which represent horizontal slices of the normal organizational hierarchy
surface-level diversity
can be seen directly (e.g. race, gender)
deep-level diversity
can't be seen directly (e.g. goals, skills)
disparity diversity
differences in concentration of valuable assets (e.g. authority, pay, status)
separation diversity
differences in position or opinion
Global teams
face-to-face or virtual teams whose members are from different countries -Ex: Procter & Gamble, a multinational manufacturer of family, personal, and household care products, uses global teams to allow employees at its Cincinnati headquarters to collaborate with employees and suppliers all over the world.
Process Theories of Motivation
identify the process by which internal factors and cognitions influence motivation (equity, expectancy, goal setting)
Command group (Formal)
is relatively permanent and is characterized by functional reporting relationships such as having both a group manager and those who report the manager. Includes quality assurance department, customer service department, cost-accounting department and the human resource department
House's Path-Goal Theory
leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction -Directive, supportive, participative, and achievement
variety diversity
meaningful differences in a certain type or category (e.g. knowledge, functional background)
Managing diversity
means establishing a heterogeneous workforce (including white men) to perform to its potential in an equitable work environment where no members no members have an advantage or disadvantage
Cross-functional teams
members come from different departments or functional areas -Ex: top management team with members representing different functions or units of the organization
Functional teams
members come from the same department or functional area -Ex: team of marketing employees and a team of finance employees
Self-directed teams
set their own goals and pursue them in ways defined by the team -Ex: Team members are responsible for tasks typically reserved for team leaders or managers, including scheduling work and vacations, ordering supplies, and evaluating their performance
Problem-solving teams
teams created to solve problems and make improvements -Ex: Colgate and JM Huber, a raw material supplier, jointly assembled a multidisciplinary team to identify ways to reduce costs. The team ultimately realized savings of hundreds of thousands of dollars
Virtual teams
teams of geographically and/or organizationally dispersed coworkers who communicate using telecommunications and information technologies -Ex: PricewaterhouseCoopers, one of the world's largest accounting firms, with more than 236,000 employees in 158 countries, uses virtual teams to bring employees from around the globe "together" for a week or two to prepare work for a particular client
Venture Teams
teams that operate semi-autonomously to create and develop new products, processes or businesses -Ex: product development teams, Process design teams, Venture teams
Valence (Expectancy Theory)
the attractiveness or desirability of a reward or outcome -Do I want it? How much? How important is it to me to be team MVP?
House's Key Contingencies
the behaviors that managers should engage in to be effective leaders are contingent on the nature of the subordinates and the work they do
BLS: Differentiation Strategy
the development of products or services with unique characteristics valued by customers -Competitive advantage: *Product leadership*
Instrumentality (Expectancy Theory)
the perceived relationship between performance and rewards -If I do it, there will be an outcome/ reward -If my foul shooting improves will I have a shot as a team MVP?
Tokenism
the practice of doing something only to prevent criticism and give the appearance that people are being treated fairly -Ex: such as hiring a person who belongs to a minority group
Expectancy Theory of Motivation
the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards
Fielder's Key Contingencies
whether a relationship - oriented or a task-oriented leader is effective is contingent on the situation.Leadership style is fixed!
