MGMT 610 Flashcards
Key leadership behaviors
Setting Direction, aligning & motivating others, setting strategy, coaching others to implement strat, shaping organizational culture
Key teamwork behaviors
Assigning, completing and coordinating tasks; Providing perf. feedback; Giving help, sharing info; Adapting to change; Focusing on shared goals
Highest correlation?
Leadership commitment to manage by objectives – company productivity.
What do people think they have to learn?
- Leadership (79%)
- Skills training in field (74%)
- Team building (68%)
- Prob solving and dec making (65%)
- Strategic planning (59%)
How does happy/sad emotions affect workplace?
- Sad=More arguments that are persuasive, thought out out, bottom-up & systematic
- Happy=creativity/originality
Why do teams give up?
1) Presence of expert (73%)
2) Presentation of a compelling arg (62%)
3) Lacking confidence (61%)
4) An unimportant or meaningless decision (52%
5) Pressure from others to conform (46%)
6) Dysfunctional decision-making climate (39%)
Managers action pre-meeting
- Choose right mix of team members & monitor size
- Frame decision-task appropriately
- State clear goals
Managers actions during meeting
- Positive tone at start
- Don’t judge ideas right away
- Hear multiple ides
- Suggest second chance meetings
After meeting
Provide honest feedback
Common knowledge effect
- Although pooling unique info is one of the greatest benefits of collaborations, collaborators often tend to discuss what everyone else already knows
Redundant info guides decisions
Info held by more members before team discussion has more influence than info held by fewer members
Why pat attention to emotions (3 reasons)
1) Emotions drive thinking
2) Emotions motivate
3) Emotions communicate
How do we read emotions (3 – rank)
1) Facial exp/body language (55%)
2) Tone of voice (38%)
3) Spoken words (7%)
Amygdala Hijacking
- Immediate/overwhelming response to a stimuli
EI Goal
Goal: experience the most appropriate emotional state for the task at hand….. perceive your emotions & manage others’ emotions
Types of interdependence (be able to draw)
Pooled / Sequential / Reciprocal
Abilene Paradox
Groups often agree to a course of action that none of them wants, because each member assumes that the others want it
Groupthink
Overconfidence often leads groups to experience a deterioration of mental efficiency, reality testing and moral judgments
Group polarization
Group judgments are often more extreme than the sum of the judgments of individual members
Sports as a model steps
1) Integrate cooperation & competition (overt = bad)
2) Orchestrate some early W’s
3) Breakout of losing streaks - ex. break down into small steps
4) Carve out time for practice (Ex McKinsey, cant be on all the time
5) Call Half-time (you can create artificial endpoints)
6) Keep team membership stable
7) Study the game video (Debrief)
Caveats to sports model
1) Choose the right sports
2) Don’t confuse coaching w/ mentoring (manager can’t focus on day-day – structure and design are important
3) Build bridges, not boundaries (some people might not get sports metaphors)
4) Don’t assume winning is the only thing (workplace = ethically complex w/ higher risks
Ladder of inference (Steps)
Observable data (video) – I select data – I add meaning – I draw conclusions – I adapt beliefs about the world – I take action based on beliefs
Ladder of inferences (3 ways to use it)
- Become more aware of your own thinking (reflection)
- Make your thinking/reasoning more visible to others (advocacy)
- Inquire into other’s thinking/reasoning (inquiry)
Team composition
4-7 (5.5 is ideal) / External connections outside team helps! / Mixed evidence for diversity
Team effectiveness defined
- Performance=output meets qty and quality standards
- Development &well-being=involvement contributes to growth and satisfaction of ind members
- Viability=Team retains ability to work together in future
Bases of Power
Reward, coercive, legitimate, informational, EXPERT, REFERENCE
Fairness norms
Equality, equity, need
Relationship conflict
Personal, emotion-laden, friction, pers. clashes
Task Conflict
Work based, content-debates, non-personal
Procedural
Delegation issues, role and resource distro, coordn. issues
Big 5 personality traits
Extraversion, openness, agreeableness, emotional stability, conscientiousness
Extraversion
optimal level of neocortical arousal, make eye-contact, prefer large groups, (+) = energy, network (-)=not allowing others to contribute ALSO) sociable extraverts, shy introverts
conscientiousness
dependability–attention to detail, but loses the forest in the trees, blindly follows rules,
Maximizing v. satisficing
- Maximizers = strive to meet the highest objectives (tend to do better but feel worse)
- Satisficers = strive to meet their personal standards
Agreeableness
- Easy to get along, but can be taken advantage of
Emotional reactivity
uneasy vs calm and collected under stress – GOOD critical thinker, BAD rash responses (over-reacting)
Openness
Diversity, originality, BUT lack of focus & self-awarness
Correlations & leaders
Extra / cons (+.33), openness (.24), agreeableness (.05), emotional reactivity (-.24)
How to Adapt?
- Select=choose situations that meet traits
- Craft=modifying situation to meet traits
- Stretch=modifying traits to meet situations
Transactional
Everyday logistics support – task oriented, clarify expectations, tied to rewards, take action to correct problems
Transformational
Change-oriented leadership, speak optimistically, emphasize purpose and mission, seek diverse perspectives
Adaptable leader (3 forces)
1 )Rapid Globalization
2) Changing employee expectation
3) New models of organizing work (temp, virtual, etc)
Trans / Transf (collectivist v individualistic)
Transactional caters to individualistic – Transformational caters to collectivist
Ways to use transformational leadership
- Inspirational motivation
- Intellectual stimulation
- Individualized consideration
- Idealized influence
3 levels of organizational culture
Artifacts and practices
Espoused and enacted values
Basic Underlying Assumptions
3 C’s of cultures
Clear, consistent, comprehensive
Organizational psychology
Focuses on the task as central to understanding the dynamics of teamwork and team performance
Team Climate
Emergence of an overall objective, mission, or strategic imperative of the group (increases team effectiveness)
Emotional contagion
Emotions within teams are transferred from one person to others close by (Unaware that it is happening to you)
Referent power
Most powerful method of convincing. People admire you and want to be with you because they want to be like you
Depressive realism
Personal bias where we think ourselves/world around us is slightly better
6 Principles of EI
1) Emotion is info
2) We can try to hide emotion, but we do a bad job
3) We can try to ignore emotion, but it won’t work
4) Decisions must incorporate emotions to be effective
5) Emotions follow logistical pattern
6) Emotional universals exist, but so do specifics
Emotion expressed most and least at work
Most = Anger (53%) Least = Joy (19%)
Temperament
The way you stay wired
Attitude
Mood and emotion
Emotional labor
Feeling one way, but acting another
Emotional display rules
Society and culture teach us when it’s okay to show how we feel and when it’s not
6 principles of persuasion
1) Liking
2) Reciprocity
3) Social Proof
4) Consistency
5) Authority
6) Scarcity
