MGMT 542 Leadership Final Chapters 9-13

8 Characteristics of Successful Teams (6 or concerned with task accomplishment)

1. Clear Mission and High performance standard 2. Took stock in supplies, facilities, outside resources 3. Accessing technical skills of team members 4. Secure resources and equipment 5. Planning and organizing 6. High levels of Communication 7. Minimize interpersonal conflicts

Supervisor Steps in Rewards Punishment

1. Clearly specify what behaviors are important 2. Determine if those behaviors are currently being punished 3. Find out what followers consider a punishment or reward 4. Be wary of creating the perception of inequity when administering rewards 5. Do not limit yourself in administering rewards or punishments

Leaders can influence teams effectiveness:

1. Ensuring the team has a clear sense of purpose 2. Design and re-design input stage variables 3. Improve team performance through ongoing coaching

Four keys to remember about followers

1. Everyone has been a follower, even leaders answer to someone at times 2. Situational demands sometimes require a follower to step into a leadership role 3. Followers play a vital role in societal change and organizational performance 4. People ask why anyone wants to be a leader, but the real question is why anyone would want to be a follower

Group size (Group Perspective)

1. Leader emergence is partly a function of the group 2. Cliques are more likely to develop 3. Affects the leaders behaviors. Larger groups tend to develop leaders to be more directive, spend less time with individual subordinates, and more impersonal approaches 4. Affects group effectiveness 5. Create Additive Tasks (Groups output simply involves the combination of individual outputs) 6. Potential for Process Loss (inefficiencies created by more and more people working together) 7. Creates potential Social Loafing (Reduced effort by people when they are not individually accountable for their work) 8. May have Social Facilitation (People increase their level of work due to the presence of others)

Group Roles (Group Perspective)

1. Sets of expected behaviors associated with particular jobs or positions 2. Role Conflicts A. Dysfunctional Roles - Persons behavior is selfish or egocentric purposes rather than group purposes B. Role Conflict - Contradictory messages about role behavior can affect person's emotional well being and performance. C. Intrasender Role Conflict - When the same person sends mixed signals D. Intersender Role Conflict - Someone receives inconsistent signals from multiple people about expected behaviors E. Interrole Conflict - Someone is unable to perform all of his roles as well as he would like F. Person-Role Conflict - Role Expectations violate a person's values G. Role Ambiguity - Lack of clarity about what the expectations are for the group member

Four Different types of Followers

1. Subordinates - More traditional; do what they are told, follow rules, low to medium performers, do not have particular good relationship with their leaders 2. Contributors - Hard workers, motivated to be subject matter experts, no interest in building stronger relationships with their leaders 3. Politicians - Put much more emphasis on getting along with their boss than getting things done. Loyal and sensitive to interpersonal dynamics. Provide leaders to insight to team members. 4. Partners - individuals who are committed to high performance and building good relationships with their leaders. Take time to understand their leaders perspectives and buy into their vision for the team.

Four Variable for Effective Team Work (Ginnett's Model)

1. Task - Team needs to know what they are doing 2. Boundaries - Are the team members appropriate for the task to be performed 3. Norms - Can the team work together to accomplish the task based on their norms 4. Authority - Does the leader create a climate that can be flexible rather than rigid

Groups vs. Teams (Four Ways to Distinguish a Team)

1. Team Members have a stronger sense of identification 2. Teams have common goals or tasks. Groups may not have the same consensus on goals 3. Teams have a greater sense of task interdependence, group members can accomplish a goal by working independently 4. Team members differentiated and specialized roles than group members. Group members play a variety of roles while team members have one primary role on the team.

Achievement Orientation

A drive to accomplish one's goals and to meet or achieve a high standard of success

Golem Effect

A negative instance of the self-fulfilling prophecy, in which people holding low expectations of another tend to lower that individual's performance

A-B-C Model of managing stress

A. Triggering event B. Your Thinking C. Feelings and Behaviors

Motivation

Anything that provides direction, intensity, and persistence to behavior

Monitor your inner dialogue

Assertive people have self-talk that is positive and affirming. Non assertive people have self-talk that is negative, doubtful, and questioning. Necessary for leaders to become aware of their own counterproductive self-talk, confront it, and change it.

Aquiescence

Avoiding interpersonal conflict entirely either by giving up or giving in or by expressing our needs in an apologetic, self-effecting way.

Performance

Behaviors directed toward the organization's mission or goals or the products and services resulting from those behaviors

Extinction

Behaviors that are not rewarded will eventually go away

Assertiveness

Being direct and making frank statements of our own goals and feelings, and a willingness to address the interested of others in the spirit of mutual problem solving and a belief that openness is preferable to secret ness and hidden agendas

Building High-Performance Teams: The Rocket Model

Context - What is the situation: Critical first step is to gain alignment on team concept Mission - What are we trying to accomplish: Clarify a teams purpose and goals Talent - Who is on the bus: Do we have the right number of people, right organizational structure, right roles, right skills, right reasons Norms - What are the rules: Rules that govern the team, decision making, conduct of meetings, work is done, accountability, information sharing Buy-In - Is everyone committed and engaged Power - Do we have enough resources: Decision making latitude and resources available Morale - High levels of morale tend to deal effectively with interpersonal conflict and have high levels of cohesion Results - Is the team winning their goals

Organizational Shells

Critical Factors are Task, Boundary, Norms, and Authority

Relationship initiative Dimension (Followership Model, Potter and Rosenbach )

Degree to which the follower works to improve their working relationship with their leaders

Empowerment has two componets

Delegation and Development

Steps in conducting mettings

Determine whether it is necessary - most important step List the objectives - develop a plan for attaining them Stick to the agenda Provide pertinent material in advance - don't waste time reading materials in a meeting Make it convenient Encourage Participation - provide everyone with an opportunity to speak Keep a record - Take minutes

A view of communication emphasizes:

Effectiveness depends on both transmitting and receiving information

Aggression

Effort to attain objectives by attacking or hurting others

Organizational Fairness

Employee's perception organizational events, policies, and practices as being fair or not fair

Organizational Level (Team Leadership Model)

Examine the reward system that may be impacting the team

Follower Performance Dimension (Followership Model, Potter and Rosenbach)

Extent to which a follower can do their job, work effectively with other members, embrace change, view the self as an important asset to the team.

Collective leadership

Five approaches: Team Leadership Network Leadership Shared Leadership Complexity Leadership Collective Leadership

Followers motivation are affected by:

Follower Characteristics Leader Actions Situational Factors

Critical Thinking (Followership Model, Curphy and Rollig)

Followers ability to challenge the status quo, ask good questions, detect problems, and develop solutions

Developmental Stages of Groups (4 Stages) (Group Perspective)

Forming - characterized by polite conversation, gathering of superficial information, low trust Storming - Marked by intragroup conflict, heightened emotional levels, status differentiated and leader contenders build alliances to fulfill the leadership role. Norms - Clear emergence of a leader and the development of group norms and cohesiveness were key indicators Performing - Group members played functional, interdependent roles that were focused on performance of group tasks

Group Cohesiveness (Group Perspective)

Glue that keeps the group together. The sum of the forces that bring members together, keep them together, motivate them to be active in it. Highly cohesive groups tend to have overbounding (block of the use of outside resources that could make them more effective), groupthink (Cohesive groups tend to evolve strong informal norms and friendly internal relations), and ollieism (Illegal actions are taken by over zealous and loyal subordinates who believe what they are doing will please their leader).

How to set goals to be successful:

Goals should be specific and observable Goals should be attainable but challenging Goals require commitment Goals require feedback

Six Concepts to the Group Perspective

Group Size Stages of group development Roles Norms Communication Cohesiveness

Maslow's Hierarchy of Needs (Belief)

Higher level needs do not become salient (even if unfulfilled) until the lower needs have been met

Process (Team Leadership Model)

How a team completes their work. Process measures how a team completes their work.

Problem Solving

Identify problems - State it so everyone is involved in solving the problem. Pareto principle - 80% of the problems in an organization is the result of 20% of the causes Analyze the causes - Use a cause and effect diagram: depict the systematic root cause of a problem, relationship between the different causes, and prioritization of which causes are most important. Force Field Analysis - graphic approach: depict the opposing forces which perpetuate a present state of affairs. Develop Alternative Solutions - Nominal Group Technique (Brainstorming) Selecting and implementation of the best solution Assessing the impact of the solution - never assume the preceding steps will solve the problem

Group Norms (Group Perspective)

Informal rules groups adopt to regulate and regularize group members behaviors Norms are likely to be seen important and enforced if they: 1. Facilitate group survival 2. Simplify or make more predictable of excepted behavior 3. Help avoid embarrassing interpersonal problems 4. Express central values of the group and clarify the groups identity Two Core Norms to Enhance Performance: 1. Actively scan the environment for opportunities that would require change in operating strategy 2. Identify the few behaviors that team members must always do and those they should never do to conform to the organization's objectives

Facet Satisfaction

Information related to specific elements of job satisfaction

Clusters

Intact teams that are self managed

Three Elements to Organizations Fairness

Interactional Fairness Distributive Fairness Procedural Justice

Individual Factors (Team Leadership Model)

Interests and motivations of the individual team members

Providing constructive feedback consists of:

Knowledge - Knowing when, where, and what feedback to provide Behavior - Concerns how feedback is given Evaluative - Did the recipients modify their behavior

Engagement (Followership Model, Curphy and Rollig)

Level of effort people people put forth at work

Maslow's Hierarchy of Needs (Five Levels)

Lower Level - Physiological Needs Second Level - Security Needs Third Level - Belongingness Needs Fourth Level - Esteem Needs Top Level - Self- Actualization Need

Tips for improving feedback

Make it helpful - Provide others with information they can use to change their behavior Be Direct - Be kind, but get to the point Be specific - Helpful to identify particular behaviors that are positive or negative Be descriptive - Stick with the facts as much as possible, being sure to distinguish them from inferences or attributes Be Timely - Most effective to provide feedback soon after the behavior occurs Be Flexible - Sometimes waiting is preferable, best when the time is right Give positive and negative feedback - Giving both positive and negative feedback is more helpful than giving only one. Avoid Blame or Embarrassment - Do not talk to them in a way that is demeaning or makes them feel bad

Learn to say no

Make sure you are not spreading yourself to thin. Be assertive in saying no.

Effectiveness

Making judgements about the adequacy of behavior with respect to certain criteria such as work group or organizational goals

Team Leadership Model (TML)

Mechanism to identify what the team needs to be effective, and then to point the leader either towards the roadblocks or towards the way to make the team more effective.

Managing Stress

Monitor your own and followers stress levels - most important step Identify what causes the stress - difficult to find, not always obvious Practice healthy lifestyle - eat right Learn how to relax - relaxing techniques Develop supportive relationships - Have relationships outside of work Keep things in perspective - Stress of any event is how we interpret it

If followers lack the skills or resources to accomplish the group task:

Motivation will only be unproductive and frustrating

Empowerment has three macro psychological components:

Motivation, Learning, and Stress

What are the two factors in Herzberg's Two Factor Theory?

Motivators - Satisfaction at work Hygiene - Dissatisfaction at work

Speak up for what you need:

No one has all the tools to fix problems, ask for help

Non contingent Rewards and Punishments

Nope associated with one behavior

Rewards and Punishment

One way to change direction, intensity, or persistence of behavior

Hierarchy Effect

People with longer tenure or in higher positions tend to have higher global and facet satisfaction ratings than those newer to or lower in the organization

Team Design (Team Leadership Model)

Poorly designed task is hypothesized to be unmotivating

Outputs (Team Leadership Model)

Results of the teams work How do we know the team is effective 1. Teams output meets the standards of quantity, quality and timeliness 2. Group process enhances the groups work as a team 3. Group experience enhances the the growth and personal well-being of an individual

Improving Creativity

See things in New ways: Think in terms of analogies, overcome functional fixedness (mental block related to our rigid and stereotyped Perceptions), put the problem in a picture and not words Use your power constructively Form diverse problem solving groups - Groups with similar experiences, values, and preferences will less likely create a wide variety of solutions. More apt to agree on a solution prematurely than more diverse groups.

How to improve Group Performance

Select followers that possess the right skills and have a higher level of achievement Orientation

Micro components of Empowerment:

Self-Determination, meaning, competence, and influence

Four Followership types (Followership Model, Curphy and Rollig)

Self-Starters - Individuals who are passionate about the team, will exert considerable effort to make it successful. Significant component of high-performing teams, the most effective followership type Brown-Nosers - Strong work ethic but lack critical thinking skills. Earnest, dutiful, conscientious, loyal employees who will do whatever their leader asks. Slackers - Do not exert much effort toward work and believe they are entitled to a paycheck for just showing up. Managements job to solve problems Criticizers - Disengaged from work, but possess strong critical thinking skills. Instead of finding to solutions to problems, they find fault in their supervisors or organizations. Motivated to find converts, they are organizational cancer.

If a leader want to improve team or individual performance:

Set high achievable goals and express confidence they can be attained.

Be persistant

Stick to your guns without becoming irritated or angry

Geographical Dispersed Teams (Virtual Teams)

Teams that are geographically different and culturally different 5 areas that must change for teams to work 1. Senior management leadership 2. Innovative use of communication technology 3. Adoption of organizational design that enhances global operation 4. Prevalence of trust among team members 5. Ability capture the strengths of diverse cultures, languages and people

Building High-Performance Teams

The Rocket Model

Empowerment

The expansion of employees' knowledge, tasks, and decision-making responsibilities

Inputs (Team Leadership Model)

The resources available to a team to complete their work.

Creation (Team Leadership Model)

Three Critical Functions: Develop, Design, and Dream Dream: Have a clear vision Design: Design your team, Critical Develop: Ongoing work to improve your team

Effective empowerment takes:

Training, Trust, and Time

Followership Model (Potter and Rosenbach)

Two Dimensions: Follower Performance Level and Strength of Leader-Follower Relationships

Followership Model (Curphy and Roellig)

Two dimensions: Critical Thinking and engagement

Group

Two or more persons who are interactions with one another in such a manner that each person influences and is influenced by each other. Incorporates the concept of reciprocal influence between leaders and followers.

Active Listening

You exhibit a certain pattern of non-verbal behaviors, do not disrupt the senders message, try to put the senders message into your own words, scan the sender for non-verbal signals. Active listening demonstrates that we respect the sender

Know your purpose

You will communicate more effectively with others if you are clear about what you intend to communicate.

Affectivity

a general tendency of an individual to experience a particular mood or to react to things in a particular way or with certain emotions

Abilene Paradox

a paradox in which a group of people collectively decide on a course of action that is counter to the preferences of any of the individuals in the group

Positive Affectivity

a tendency to be relatively upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood

Contingent Rewards and Punishments

administered as consequences of a particular behavior

Interactional Fairness

captures how fairly a consumer believes he or she was treated when dealing with service personnel in resolving some issue

operant approach

change rewards and punishments to change behavior

Pygmalion Effect

higher expectations lead to an increase in performance

job satisfaction

how much one likes a specific kind of job or work activity. Deals with attitude about the job, pay, promotion, educational opportunities, supervision, co-workers, workload, etc.

Group Perspective

looks at how different group characteristics can affect relationships both with the leader and among the followers

Dysfunctional Turnover

loss of high-performing employees who voluntarily choose to leave a company

Functional Turnover

loss of poor-performing employees who voluntarily choose to leave a company

Global Satisfaction

overall degree that employees are satisfied with their organization and their job

Negative Affectivity

tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others

Life Satisfaction

the degree to which employees feel a sense of happiness with their lives

Frames of Reference

the experiences, goals, values, attitudes, beliefs, culture, gender, and knowledge that individuals bring to communication encounters

Distributive Justice

the perceived degree to which outcomes and rewards are fairly distributed or allocated

Procedural Justice

the perceived fairness of the process and procedures used to make allocation decisions

Goal Setting

the process of establishing desired results that guide and direct behavior Goals that were specific and difficult resulted in consistently higher performance and effort Goal Commitment is critical Followers provided the best effort when goals were accompanied by feedback

Listening

the process of receiving, constructing meaning from, and responding to spoken and/or nonverbal messages

Motivational Theories

word used to refer to the reason or reasons for engaging in a particular behavior, especially human behavior; influenced by culture, attitudes, emotions, values; things we need and/or things we want Leaders who know more are often able to choose the right theory for a particular follower and situation; often have high performing and satisfied employees