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Leading Teams > Leading Teams Duke Graduate Academy > Flashcards

Leading Teams Duke Graduate Academy Flashcards

Leadership

1
Q

What are the six leadership domains?

A
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2
Q

What is the common knowledge effect?

A

Commonly held information is more influential in group decisions compared to unique information

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3
Q

What are three traits of common knowledge in teams?

A

Impacts initial preferences, more likely to be repeated, likely to be introduced during group meetings.

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4
Q

What do individuals in a team withhold to appear co-operative?

A

Information

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5
Q

Why may teams not reach their full potential?

A

Because individuals do not share their unique or divergenet opinions to the group

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6
Q

How can team process overcome common knowledge effect?

A

Start broad and share all information available, then narrow it down.

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7
Q

What are the three main types of team process?

A

Transition ( about planning and approaches), Action ( Co-ordinating and back-up behaviour), Interpersonal (Project management).

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8
Q

What is personal leadership?

A

Demonstrates expertise, is authentic and makes dedication to team evident

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9
Q

What is relational leadership?

A

Showing concern, respect and understanding for team members. Can be done in part by active listening and being fair.

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10
Q

What is active listening?

A

Leader doesn’t interrupt, will make eye contact, respond with facial expression and visible head nodding, and will ask questions. This activates the brains reward response.

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11
Q

What is contextual leadership?

A

Creating a sense of belonging. Building a shared identity, shared purpose. Provides clarity and coherence in the work environment.. Shows how daily work connects to the vision

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12
Q

What is inspirational leadership?

A

Leader offers a compelling vision to the team

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13
Q

What is supportive leadership?

A

Provide a sense of security and internal support. Understands limitations and is realistic. They buffer against external forces. Creat a culture of learning, not blame, and environment yields initiative.

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14
Q

What is responsible leadership?

A

Encourages through analysis of pros and cons. Models ethical behaviour. Shapes the orginizational values. Yields stewardship - people feel they are contributing to the company.

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15
Q

What are the two systems of thought?

A
  1. Fast and initiative processes. 2. Slower and more analytical
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16
Q

What is bounded rationality?

A

It is the idea that rationality is limited when individuals make decisions, and under these limitations, rational individuals will select a decision that is satisfactory rather than optimal

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17
Q

What is availability heuristic?

A

When forming a judgement we rely on readily available/most recent data.

18
Q

What is anchoring in decision making?

A

When the decision making process is influenced by external info. Once presented with information it can be hard to move away from its influence

19
Q

Name three issues of over-cofidence that lead to inaccurate judgements.

A

Illusory supreirority (everyone think they are above average), Planning fallacy (underestimating time to completion), comparitive optimism effects ( this won’t happen to me).

20
Q

How to reduce planning fallacy in a team?

A

Set concrete goals with specific times to hit before final deadline, use past actuals to inform time it will take, perform a pre-mortem.

21
Q

What is a pre-morten?

A

Meeting bringing together stakeholders before starting a project where you imagine why the project might fail, ways the time line is at risk and making contigency plans.

22
Q

What are remedies to handle bias?

A

Ask critical questions habitually, play devil’s advocate, shift to outsider perspective, use teams to generate multiple questions - team composition and process are important

23
Q

What are types of fairness perecptions related to outcomes?

A

Distributive ( outcomes are fairly allocated), equity ( outcomes distrubted in proportion to contribution), Equality ( distributed equally to all), need ( distributed in proportion of need

24
Q

What are issues with distributive fariness?

A

Can be infomred by self serving interpretation of fairness, which rule should apply, percieved level of contribution or need and weight on different contributions

25
Q

How to ensure distributive fariness?

A

Make sure decision maker is impartial, make decision making process transparent, allow participation of all involved in decision making

26
Q

How can you create fair procedures?

A

Be aware of your bias, communicate process in a clear and timely manner, give everyone a voice in the process

27
Q

What are the two main types of motivation?

A

Extrinsic and intrinsic

28
Q

What are extrinsic motivations?

A

Money, promotions, praise prestige

29
Q

What are intrinsic motivations?

A

Satisfaction from doing the activity itself, developing new skills, feeling of mastery, curiosity

30
Q

What is controllability?

A

The extent to which you can control performance through effort

31
Q

What is reliability?

A

How tight is the link between performance and reward

32
Q

Why does intrinsic motivation drive team members?

A

Skill variety, task identity (see completion of whole task), Task significance, Autonomy in your work, and can be negatively motivated by extrinsic feedback

33
Q

What is crisis leadership?

A

Must convey a vision for challenges and what you expect outcomes to be. Must be honest to maintain credibility. Staff need to know you care about situation

34
Q

what should leadership focus on pre-crisis?

A

Personal, relational, and contextual leadership

35
Q

What should leadership focue on during a crisis?

A

Inspirational and supportive leadership

36
Q

What should leadership focus on post-crisis recovery?

A

Personal, contextual,a nd responsible leadership

37
Q

What does social capital matter?

A

It provides access for resources, improves trust and social cohesion, affords influence and increases buy in - allowing more ease to advance your goals

38
Q

What are two aspects of social capital?

A

1.Direct connections. 2. Structure of your network

39
Q

What does PAGES the framework for articulating perspective stand for?

A

Parts, Actions, Goals, Events, Self-Concepts

40
Q

What is nominal group technique to generate ideas?

A

Individuals generate as many options as possible, all options are then pooled and this reduces social influence even more than brainstorming

Leading Teams (1 decks)

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