Final Flashcards
Formal Group
Assigned by organization to accomplish specific goals
Fulfills two basic functions:
1. Organizational Functions
2. Individual Functions
Informal Group
Overriding purpose for meeting is friendship or common interest
Stages of Group Development
Forming, storming, norming, performing, and adjourning
Forming
“Ice-breaking” stage
Group members uncertain about their role
Mutual trust is low
Good deal of holding back to see who is in charge
Conflict is beneficial and leads to increased creativity
Storming
Time of testing
Testing leader’s policies and assumptions and how they fit into the power structure
Subgroups take shape
Subtle forms of rebellion occur
Norming
Group more cohesive
Less conflict with increasing team member interactions and interdependence of work tasks
Performing
Activity focused on problem solving
Work done without hampering others
Climate of open communication and cooperation
Great deal of helping behavior
Adjourning
Work completed, group moves on to other activities
Opportunity for leaders to emphasize valuable lessons learned
Social Loafing
The tendency for individual effort to decline as group size increases
Minimizing Social Loafing
Limiting group size
Assuring equity of effort
Holding people accountable
Types of Teams
Work, project, self-managed, cross-functional, virtual
Work Teams
Well-defined purpose, typically permanent, and usually require full commitment from members
Project Teams
Assembled to address specific problem, task, or project
Usually exist for duration to compete purpose
Members usually drive time between primary job and various project teams
Self-Managed Teams
Groups of workers who are given administrative oversight for their task domains such as planning, scheduling, monitoring, and staffing
Involves a revolutionary change in management philosophy, structure, staffing and training practices as well as reward systems
Cross-Functional Teams
Occurs when specialists from different areas are put on the same team
Virtual Teams
Teams that work together over time and distance via electronic media to combine effort and achieve common goals
Pros of Virtual Teams
Reduced real estate costs
Enable organizations to leverage diverse knowledge, skills, and experience across geography and time
Reduce work-life conflicts for employees
Easier to attract and retain employees
Cons of Virtual Teams
Lack of face-to-face interaction
Communication is limited
Decision-making might have biases and perceived inequities
May be difficult to build rich relationships
Differences are difficult to appreciate
Trust
The willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you
Kinds of Trust (3 Cs)
Contractual, Communication, Competence
Contractual Trust
Trust of character
Communication Trust
Trust of disclosure
Competence Trust
Trust of capability
Characteristics of High-Performing Teams
- Effective incentives
- Trust and communication
- Power and empowerment
- Norms for collaboration
- Compelling team purpose and clear goals
Leading vs. Managing
Leaders: inspire, influence, and create the vision and strategic plan
Managers: implement, plan, organize, and control
Positive and Negative Approaches to Leadership
Positive: extraversion, agreeableness, communication skills, emotional intelligence
Negative: narcissism, machiavellianism, psychopathy
Gender Differences in Leadership
Male Leaders: More task-oriented behaviors, Autocratic, directive style, More likely to view themselves as effective
Female Leaders: More relationship-oriented behaviors, Democratic or participative style, Viewed ad being more effective by peers, managers, direct reports, Viewed as more cohesive, cooperative, learning-oriented
Global Mindset
The belief in one’s ability to influence dissimilar others in a global context
Trait Theory
Leadership traits are linked to leadership emergence
Positive traits should be cultivated and “dark-side” traits avoided
It is important to develop a global mind-set*
Types of Leadership
- Task-oriented
- Relationship-oriented
- Passive (laissez-faire)
- Transformational
Task-Oriented Leadership
Ensure that people, equipment, and other resources are used in an efficient way
Transactional Leadership
Focuses on clarifying roles and requirements, uses contingent rewards and punishments
Relationship-Oriented Leadership
Enhance employees’ skills and to create positive work relationships (Consideration, Empowerment, Servant Leadership, Ethical Leadership)
Servant Leadership
Service to others over service to oneself
Passive Leadership
Those who avoid or delay taking necessary actions when problems arise and in particular refrain from rewarding and punishing employees when they should.
Important Leadership Fact
Not ALL leaders are ethical.
Behavioral Theory
- Leader behavior is more important than leader traits when it comes to effectiveness
- Leader behaviors can be improves and developed
- There is no one best style of leadership - it depends on the situation
Behavioral Theory Fact
Behavior is more important to traits when it comes to a leader’s effectiveness. There is no one best style of leadership.
Fiedler’s Contingency Model
The premise that a leader’s effectiveness is contingent on the extent to which the leader’s style matches characteristics of the situation at hand (Task-Oriented & Relationship-Oriented)
Transformational Leadership
Motivate followers to pursue organizational goals over self-interests by using leader behaviors that appeal to followers’ self-concepts such as values, motives, and personal identity
Key Transformational Leadership Behaviors
- Inspirational motivation
- Idealized influence
- Individual consideration
- Intellectual stimulation
Richest form of Communication
Face-to-face
Good Nonverbal Behaviors
Open body language, eye contact, active listening, non-defensive listening
Bad Nonverbal Behaviors
Closing your eyes or tense facial muscles, looking away from the speaker, slumped shoulders, downward head, flat tones, inaudible voice, lack of confidence
Female vs. Male Communication
Inherited biological differences (evolutionary psychology), Social role theory.
Female Communication
Focus on rapport and relationships, seek and give confirmation and support.
Male Communication
Expected to communicate more aggressively, hide emotions.
Social Media at Work
The driving force behind technology including social media is the desire to boost productivity.
Blocking Social Media at Work
Alienate employees, Fairness, Perceptions of lack of trust
Cyberloafing
Using the Internet at work for personal use
Social Media Policies
Create safe channels for employees to air their concerns.
Clarify what is confidential.
Outline consequences for violations.
Identify spokesperson.
Discuss appropriate ways to engage others.
Explain what is illegal.
Align social policy with organizational culture.
Educate employees.
Crucial Conversations
The stakes are high.
Opinions vary.
Emotions run strong.
Ending a relationship.
Addressing offensive behavior.
Giving negative feedback.
Critiquing others’ work.
Noise
Anything that interferes with the transmission and understanding of a message
