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HRM > Fundamentals of Team Leadership > Flashcards

Fundamentals of Team Leadership Flashcards

1
Q

Present 3 different definitions of leadership.

A
  • influencing and facilitating individual and collective efforts to accomplish shared objectives
  • the ability of an individual to motivate others to forego self-interest in the interest of a collective vision
  • the influential increment over and above mechanical compliance with the routine directives of the
    organization
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2
Q

What are basic leadership functions?

A
  • Group internal functions
  • Task orientation/initiating structure: Set goals, distribute tasks, check work results
  • Employee orientation/consideration: Resolve conflicts, support/coach team members
  • Group external functions
  • Boundary regulation: Adjusting external demands in terms of group internal demands and
    possibilities
  • Networking: Developing and maintaining contacts outside of own group as source of information,
    support, and influence
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3
Q

Give a Taxonomy of 4 categories of leadership behaviour. Give one example of a behavior for each category.

A
  1. Task oriented:
    - clarifying
    - planning
    - monitoring operations
    - problem solving
    2.Relations-oriented:
    - Supporting
    - Developing
    - Recognizing
    - Empowering
  2. Change-oriented
    - Advocating change
    - envisioning change
    - encouraging innovation
    - facilitating collective learning
  3. External
    - Networking
    - External monitoring
    - Representing
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4
Q

What are some personal characteristics of a good leader?

A

Extravert, intelligent, emotionally stable, conscientious, dominant, self-confident, socially perceptive

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5
Q

Effective leaders tend to use specific behavioral styles
- Task-centred and employee-centred
- Empowering rather than directive
- Transformational (= raising follower motivation through vision and inspiration) rather than
transactional (= raising follower motivation through material and immaterial rewards)
- Humble

A
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6
Q

Name 5 sources of power for a leader

A
  • Gratification power
  • Coercive power
  • Position power
  • Expert power
  • Charismatic power
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7
Q

Explain Gratification Power

A
  • Influence based on positive reinforcement through rewards or prevention of harm
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8
Q

Explain Coercive Power

A
  • Influence through possibilities for punishment or taking away rewards
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9
Q

Explain Position Power

A
  • Influence based on the position in the organization
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10
Q

Explain Expert Power

A
  • Influence based on superior expertise in a topic
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11
Q

Elaborate what charismatic power is!

A
  • Influence based on the followers’ identification with the leader due to personal attraction
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12
Q

Name 5 substitutes for leadership

A
  • Abilities and experience of followers
  • Routine tasks
  • High level of technology use/automation
  • Shared norms for behavior
  • Standardization of processes and tasks
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13
Q

Briefly describe the “new” concept of situational leadership and the idea behind it.

A

Organisations are confronted with increasing external and internal uncertainty -> requires high agility.

Depending on situation such as environmental demands or differences among team members, leadership has to adapt.

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14
Q

Give two examples of contingencies that are suitable for situational leadership.

A

1) Ability and experience of team members: Experienced followers need less task oriented leadership

2) Task structure:
Complex task call for more TASK-oriented behaviours.
Simple, Reptitive task more PEOPLE-oriented behaviour.

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15
Q

What are the 2 key considerations for situational leadership?

A

Balancing stability and flexibility demands

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16
Q

Briefly describe the four modes of adaptive coordination. (Flexibility vs. Stability demands)

A

1) Low Stability - Low Flexibilty Demand
- Experiental Coordination

2) High Stability - Low Flexibility Demand
- Exploitative Coordination

3) High Stability - High Flexibility Demand
- Ambidextrous Coordination

4) Low Stability - High Flexibility Demand
- Exploratory Coordination

17
Q

Briefly describe Experiental Coordination.

A

Maximize Learning through supportive team setting

18
Q

Briefly describe Exploitative Coordination

A

Rely on existing work routines (leadership through formal leader)

19
Q

Briefly describe Ambidextrous coordination

A

Orchestrate improvistaion (formal / share leadership). Limit cognitive load by employing existing structures

20
Q

Briefly describe Explorative Coordination

A

Enable innovation -> Shared leadership and mutual adjustment. Structures focused on enabling novelty and innovation

21
Q

Describe the new concept of Behavioral Complexity in leadership

A

To respond to complex and dynamic demands leaders must develop portfolios of possibly contradictory leadership styles and understand how to use them

22
Q

Give examples for the contradictions (A/B) in paradox-savy leadership.

A
  • Strong sense of self (A) and humility (B)
  • Maintaining control (A) while letting go of control (B)
  • Maintaining continuity (A) while pursuing change (B)
23
Q

What does the “Mastery of Opposites” in leadership require?

A

The right mix between:
- Strategic & Operational
- Forceful & Enabling Leadership

24
Q

How can we quantify a leadership style according to the “Mastery of Opposites”?

A

We can give it a versatility index

25
Q

What is a self-managing team?

A

A self managing team has the collective autonomy to decide on goals and ways to achieve them as well as on day-to-day operations.

26
Q

Describe the Socia-Technical systems theory (Emery, 1959)

A

Leaders’ role in self-managing teams shifts from group-internal functions (task and team support) to
group-external functions (boundary regulation and networking).

27
Q

Name 3 emerging paradoxes for the managers of self-managing teams.

A
  • How can I delegate, when I know the best way to solve the problem?
  • How can I involve team members at meetings when they don’t say anything?
  • How do I build a strong team with such different members?
  • How can I establish self-managed teams when my employees are not motivated?
  • How can I follow executive mandates, when I have been told to make my own decisions on
    managing my team?
28
Q

Name a new leadership style that would be suitable for medical professionals in a medical emergency.

A

Shared leadership is good for a dynamic, interactive influence process among individuals in groups for which
the objective is to lead one another to the achievement of group or organizational goals or both.

By having different members take leadership taks at different times, the team resources are used more efficiently.

29
Q

Name 5 aspects to focus on when leading virtual teams

A
  • More structured and explicit communication
  • Proper use of technology (media richness)
  • Use substitutes (Communication Rules)
  • Reporting to enhance Team member visilibility
  • Develop new sensing mechanisms for the situation (as a leader)
  • Richer portfolio of (shared) leadership behaviors

HRM (8 decks)

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