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Team Leadership Skills > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

performance management

A

a structure of development and feedback designed to ensure everyone in the organization is progressing and developing and headed in the appropriate direction

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2
Q

why is performance management important

A

improves profitability, increases progress

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3
Q

3 elements of performance management

A

performance expectations, assess performance, feedback and review

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4
Q

why performance management isnt more effective

A

managers dont make enough time for it, not measured effectively, poor communication

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5
Q

what managers need to help their employees continually improve

A

high quality leader-follower relationship, effective communication

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6
Q

What follower perception best explains the relationship between leadership behaviors and follower performance?

A

leader-follower relationship

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7
Q

LMX

A

quality of leader-follower relationship

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8
Q

Why is it important that leaders/managers develop positive relationships with those they lead/manage

A

better performance

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9
Q

What do leaders/managers need to do to effectively communicate

A

ask questions/listen
communicate:
purpose and goals
Directions and Expectations
Recognition at least once every 7 days
Care
Continuous development and feedback

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10
Q

Generally, how effective is feedback

A

1/3rd of all feedback results in decreased performance

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11
Q

Why aren’t employees very good at receiving feedback?

A

see it as an attack, feel put down,

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12
Q

What are the six recommendations for giving effective feedback?

A

have continuous positive discussions, consider your approach, ensure everyone is on the same page, focus on. knowledge and and skills not talents, use appropriate communication, follow up

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13
Q

weakness based feedback

A

i want to fix you, negative,

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14
Q

strength approach

A

i want to help you, positive feedback

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15
Q

what is a team

A

Group of people who are interdependent in the tasks they perform, who affect one another’s behavior through interaction, and who see themselves as a unique entity

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16
Q

pros of teams

A
  • Diverse thought
  • Usually higher quality ideas
  • More creative solutions
  • Gain friendships
  • Potentially a positive social
    experience
  • Gain skills on how to work with
    others
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17
Q

cons of teams

A

more communication, production blocking, social loafing, diff commitment levels

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18
Q

best situations for teams

A

complex tasks, work unites to a positive common purpose, high interdependence among people, no individual expert, desirable for risks, need for community

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19
Q

three outcomes for teams to focus on

A

establishing primary roles, team stages, team climate

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20
Q

four team stages

A

forming storming norming performing

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21
Q

why four stages are important

A

know where you are going, set expectations, get through storming quicker

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22
Q

most important factor for top performing teams

A

psychological safety

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23
Q

3 elements to be emphasized

A

proper composition, proper context, proper dynamics

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24
Q

effective teams excel if what three areas

A

production output, member satisfaction, capacity for continued cooperation

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25
Q

two main roles for teams

A

task facilitating, relationship building

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26
Q

purpose of a manager

A

Help ensure that a group of individuals or a team effectively and efficiently carries out their responsibilities in such a way that they maximize the
benefits for the organization

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27
Q

in order for a manager to be effective, they need to be able to effectively _________

A

assessing performance, diagnosing performance breakdowns, and facilitating top performance

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28
Q

performance equation

A

ability x motivation x opportunity

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29
Q

expectancy

A

belief that exerting effort will result in the successful performance of some task

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30
Q

expectancy theory

A

motivation = expectancy, instrumentality, valence

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31
Q

instrumentality

A

belief that successful performance will result in some outcome

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32
Q

valence

A

Anticipated value of the outcomes associated with performance

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33
Q

intrinsic motivation

A

incentive we feel to complete a task simply because we find it interesting or enjoyable

34
Q

Extrinsic motivation

A

what we feel when we complete a task for some external reward

35
Q

which motivation do we prefer employees to have

A

intrinsic

36
Q

meaningfulness of work

A

skill variety, task identity, task significance

37
Q

responsibility for the outcomes

A

autonomy

38
Q

knowledge of actual results

A

feedback

39
Q

increased motivation, satisfaction, and performance, decreased absenteeism

A

meaningfulness of work, responsibility for the outcome, knowledge of actual results

40
Q

skill variety

A

The degree to which the job requires a number of different activities that involve a number of different skills and talents

41
Q

task identity

A

Degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible outcome

42
Q

task significance

A

The degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large

43
Q

autonomy

A

Degree to which the job provides freedom, independence, and discretion to the individual performing the work

44
Q

feedback

A

The degree to which carrying out the activities required by the job provides employees with clear information about how they are performing

45
Q

what is empowerment

A

Providing freedom for people to successfully do what they want to do, rather than getting them to do what you want them to do

46
Q

5 dimensions of empowerment

A

confidence one can accomplish a task
freedom to make choices
sense of contribution
sense of providing value
trust

47
Q

reasons managers arent better at empowering

A

believe employees are lazy, cant be trusted, and wont meet expectations

feel insecure and need control

48
Q

4 skills that help with empowering

A

develop clear goals
connect to outcomes
provide info
give ownership

49
Q

employee engagement

A

emotional attachment to ones job and org that is characterized by vigor, dedication, absorption

50
Q

work the angles

A

focus on engagement and intrinsic motivation to increase productivity

51
Q

why is is important to manage others according to strengths

A

to get the most out of your employers

52
Q

Why is the strengths philosophy so powerful for leaders

A

helps leader get to know and value their followers

53
Q

is conflict good or poor leadership

A

depends on type or amount

54
Q

task conflict

A

issue focused; competing ideas, can be good

55
Q

relationship conflict

A

people focused; involves feeling of indignation, harms performance, diff to resolve

56
Q

conflict takeaways

A
  1. conflict is inevitable
  2. can enhance decision making
  3. tendency to avoid it
57
Q

what is conflict

A

friction or opposition resulting from actual or perceived differences or incompatibilities

58
Q

four sources of conflict

A

personal differences, informational deficiencies, incompatible roles, environmental stress

59
Q

most challenging source of conflict

A

personal differences

60
Q

two continuums for conflict management

A

assertiveness and cooperation

61
Q

avoidibg conflict management style

A

sidestepping or postponing

62
Q

forcing/competing

A

using formal authority, putting foot down

63
Q

accommodating

A

satisfying others concerns while neglecting your own

64
Q

compromising

A

both parties make sacrifices for a common gain

65
Q

collaborating

A

attempting to fully address the concerns of both parties

66
Q

for questions for selecting management style

A
  1. is issue important
  2. is the relationship important
  3. is there a power distance between the parties
  4. are you under a time crunch
67
Q

elephant

A

emotional side. large and strong, focused on ground, short term gains, brings power and energy

68
Q

rider

A

rational side, small and weak, sees whats up ahead, long term gains, overanalyze, slows us down

69
Q

path

A

enironment

70
Q

most important factor when instituting change

A

path

71
Q

3 things to being about change

A

direct the rider, motivate the elephant, shape path

72
Q

diff between positive and normal change

A

normal is ok, average positive is great, above and beyond

73
Q

what type of change do most orgs focus on

A

normal

74
Q

how is change related to leadership

A

requires leader or champ

75
Q

why is intentionality important

A

for successful change and to become someone others want to follow

76
Q

intentional def

A

being deliberate, doing things on purpose

77
Q

what do we need to be intentional about

A

life energy feeling influence relationships

78
Q

emotions

A

instinctual reactions to a situation or event

79
Q

feelings

A

mental portrayal of emotions

80
Q

questions for being more intentional

A

how do i want to feel today? how do i want to feel in this class? how do i want to feel at work? how do i want to feel after this convo

81
Q

four global things to do to improve intentionality

A

vision, planning, morning routines, transitions

82
Q

mind your transitions

A

switching from one task to another

Team Leadership Skills (2 decks)

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