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Team Leadership Skills > Exam 2 > Flashcards

Exam 2 Flashcards

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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
two main roles for teams
task facilitating, relationship building
26
purpose of a manager
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
27
in order for a manager to be effective, they need to be able to effectively _________
assessing performance, diagnosing performance breakdowns, and facilitating top performance
28
performance equation
ability x motivation x opportunity
29
expectancy
belief that exerting effort will result in the successful performance of some task
30
expectancy theory
motivation = expectancy, instrumentality, valence
31
instrumentality
belief that successful performance will result in some outcome
32
valence
Anticipated value of the outcomes associated with performance
33
intrinsic motivation
incentive we feel to complete a task simply because we find it interesting or enjoyable
34
Extrinsic motivation
what we feel when we complete a task for some external reward
35
which motivation do we prefer employees to have
intrinsic
36
meaningfulness of work
skill variety, task identity, task significance
37
responsibility for the outcomes
autonomy
38
knowledge of actual results
feedback
39
increased motivation, satisfaction, and performance, decreased absenteeism
meaningfulness of work, responsibility for the outcome, knowledge of actual results
40
skill variety
The degree to which the job requires a number of different activities that involve a number of different skills and talents
41
task identity
Degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible outcome
42
task significance
The degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large
43
autonomy
Degree to which the job provides freedom, independence, and discretion to the individual performing the work
44
feedback
The degree to which carrying out the activities required by the job provides employees with clear information about how they are performing
45
what is empowerment
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
5 dimensions of empowerment
confidence one can accomplish a task freedom to make choices sense of contribution sense of providing value trust
47
reasons managers arent better at empowering
believe employees are lazy, cant be trusted, and wont meet expectations feel insecure and need control
48
4 skills that help with empowering
develop clear goals connect to outcomes provide info give ownership
49
employee engagement
emotional attachment to ones job and org that is characterized by vigor, dedication, absorption
50
work the angles
focus on engagement and intrinsic motivation to increase productivity
51
why is is important to manage others according to strengths
to get the most out of your employers
52
Why is the strengths philosophy so powerful for leaders
helps leader get to know and value their followers
53
is conflict good or poor leadership
depends on type or amount
54
task conflict
issue focused; competing ideas, can be good
55
relationship conflict
people focused; involves feeling of indignation, harms performance, diff to resolve
56
conflict takeaways
1. conflict is inevitable 2. can enhance decision making 3. tendency to avoid it
57
what is conflict
friction or opposition resulting from actual or perceived differences or incompatibilities
58
four sources of conflict
personal differences, informational deficiencies, incompatible roles, environmental stress
59
most challenging source of conflict
personal differences
60
two continuums for conflict management
assertiveness and cooperation
61
avoidibg conflict management style
sidestepping or postponing
62
forcing/competing
using formal authority, putting foot down
63
accommodating
satisfying others concerns while neglecting your own
64
compromising
both parties make sacrifices for a common gain
65
collaborating
attempting to fully address the concerns of both parties
66
for questions for selecting management style
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
elephant
emotional side. large and strong, focused on ground, short term gains, brings power and energy
68
rider
rational side, small and weak, sees whats up ahead, long term gains, overanalyze, slows us down
69
path
enironment
70
most important factor when instituting change
path
71
3 things to being about change
direct the rider, motivate the elephant, shape path
72
diff between positive and normal change
normal is ok, average positive is great, above and beyond
73
what type of change do most orgs focus on
normal
74
how is change related to leadership
requires leader or champ
75
why is intentionality important
for successful change and to become someone others want to follow
76
intentional def
being deliberate, doing things on purpose
77
what do we need to be intentional about
life energy feeling influence relationships
78
emotions
instinctual reactions to a situation or event
79
feelings
mental portrayal of emotions
80
questions for being more intentional
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
four global things to do to improve intentionality
vision, planning, morning routines, transitions
82
mind your transitions
switching from one task to another

Team Leadership Skills (2 decks)

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