Organisational - Teams and Leadership Flashcards
Teams are an ________ collection of _________ who work _____ towards a _____ ______ and who share ________ for specific _______ for their organisations.
independent individuals together common goal responsibility outcomes
IMPACT on TEAM PERFORMANCE
Inputs affect team performance, such as
- Environment or ______
- Task __________
- ______ members
context
characteristics
team
IMPACT on TEAM PERFORMANCE - INPUTS
How does the environment or context affect team performance?
- resources and support team members receive
- training, managerial support and communication correlated with team member satisfaction and performance
IMPACT on TEAM PERFORMANCE - INPUTS
How does the nature of the task affect team performance? What kinds of tasks are teams more motivated to do?
- the divisibility of the task is important - divisible or unitary? Depends on the target - easier to divide a children’s book than a novel
- team members motivated by tasks that require various skills, provide autonomy, are meaningful and important and provide performance feedback
IMPACT on TEAM PERFORMANCE - INPUTS
How can the characteristics of the team members affect performance? What factors are predictive of team performance?
- personality factors - agreeableness and conscientiousness are predictive of team performance, accuracy and completed work
- cognitive ability and job specific skills also predictive
IMPACT on TEAM PERFORMANCE - PROCESSES
List the process variables that affect team performance.
- Norms
- Communication and Coordination
- Cohesion
- Decision-making
IMPACT on TEAM PERFORMANCE - PROCESSES - norms
What are norms and how do they relate to team performance?
Norms are informal, unspoken rules that are adopted by teams to regulate behaviour. There are strict norms related to team member productivity
IMPACT on TEAM PERFORMANCE - PROCESSES - communication and coordination
The particular tasks where communication and coordination are important are…
When team members expend their energies in different directions and fail to synchronise this is called…
Social loafing….
…if the task involves independent and dynamic tasks
…coordination losses
is a reduced motivation and performance in groups due to reduced accountability or opportunity for individual evaluation of performance
IMPACT on TEAM PERFORMANCE - PROCESSES - communication and coordination
What steps can mitigate social loafing?
Making sure individual accountability and evaluation is still there.
Focusing on how we have to all work together to achieve this goal.
IMPACT on TEAM PERFORMANCE - PROCESSES - cohesion
What is cohesion and what impact does it have on team performance?
cohesion = degree to which team members desire to remain in the team and are committed to the goals - is associated with successful team performance.
IMPACT on TEAM PERFORMANCE - PROCESSES - decision-making
What are some advantages and disadvantages of groups making decisions?
In what kinds of decisions do teams work well with?
group adv
- larger pool of knowledge
- check each others errors
- when there is someone with more expertise who can convince everyone else
- INTELLECTIVE vs JUDGEMENTAL tasks are better
eg: anagrams - there is a clear solution vs “who should be PM?”
group disav
- process losses can occur which inhibits good decision-making
IMPACT on TEAM PERFORMANCE - PROCESSES - decision-making
Groups perform better than _________, however not as much as a ________ group of individual ideas, known as _______ groups. Groups are also not as good when compared to a particularly _______ individual
individuals
pooled
nominal
smart
IMPACT on TEAM PERFORMANCE - PROCESSES - decision-making
What is the illusion of group effectivity?
The experience-based belief that we produce more and better ideas in groups
IMPACT on TEAM PERFORMANCE - PROCESSES - Decision Making
Name and describe three reasons for process loss
- failure to share unique info - people tend to discuss shared/common/overlapping information
- group polarisation - people leaning more to agree or disagree can be swayed or shifted to the view of members with more extreme views.
- group think - decision-making in which maintaining group cohesion/solidarity is more important than considering the facts
IMPACT on TEAM PERFORMANCE - PROCESSES - Decision Making
Why does group polarisation occur?
- hearing other persuasive arguments - others come to a similar decision with different reasoning
- social comparison - swayed for agreeableness and social reasons
IMPACT on TEAM PERFORMANCE - PROCESSES - Decision Making
In what conditions are groupthink more likely to occur?
- when the group is under stress/pressure
- directive leader - everyone agrees
- high cohesion
- illusion of unanimity - everyone thinks the same way - especially with decreased diversity.
- lack of decision-making rules
- lack of experts coming in to discuss
IMPACT on TEAM PERFORMANCE - PROCESSES - Decision Making
How can decision-making be improved?
- leader doesn’t reveal their wishes (until they’ve hear from others)
- devil’s advocate - allocate a team to disagree
- authentic dissent - encourage discussion and disagreement
Leaderships is the ______ whereby an individual _______ group members in a way that gets them to ______ some group goal that they have identified as ________
process
influences
achieve
important
Some common elements across all leadership theories are…
Importance of
- influencing and motivating
- maintaining effective relations
- making decisions
The TRAIT APPROACH to leadership argues that some _____ are ______ by all effective group leaders.
traits
shared
TRAIT APPROACH
Name some traits related to leadership success and the big 5, intelligence, etc
Perception of traits and leadership effectiveness does not always equal actual effectiveness
- moderate relationship with extroversion, openness to experience, followed by emotional stability and agreeableness.
BUT extroversion and consciousness are perceived to be traits for better leaders.
Also the perception of intelligence was more strongly correlated than actual measures.
The BEHAVIOUR APPRAOCH to leadership describes two types of behaviours, ______ structure vs _______ behaviours. Of these, ________ was more strongly related to satisfaction and _______ more related to performance. However, it is very ________.
initiating consideration consideration initiating structure simplistic
The POWER AND INFLUENCE APPROACH to leadership describes 5 sources of power. These are…
- reward power - incentive for desirable bx
- coercive power - power to punish undesirable bx
- legitimate power - because of their position
- expert power
- referent power - personal characteristics
The CONTINGENCY APPRAOCH describes how effective leadership depends on…
a match between the characteristics of the leader and the situation
CONTINGENCY APPROACH
Fiedler’s Contingency Theory states that there are two types of leaders (1) _____ oriented or (2) ______ oriented or a combination of the two. There are also several different situations - _______, unfavouable or ______ conditions. Generally, _____ oriented leaders do better in ______ and _______ conditions, and ______ oriented leaders do better in _______ conditions.
person orientated task orientated favourable neutral task orientated favourable unfavourable person neutral
The LEADER-MEMBER EXCHANGE THEORY describes how ________ is based on mutual influence between leader and ______ _________. Leaders _______ subordinates due to various factors, and create ___-groups and ___-groups. In-group members have more _______ and are given more lenience by managers. Out-group members are given more _______ tasks and have a more formal relationship with managers
leadership group members differentiate in-groups out-groups responsibility mundane
TRANSFORMATIONAL LEADERSHIP focuses more on the _______ and _______ nature of leadership.
These leaders ______ major changes in the ______ and ______ of the organisation’s members and build ______ for these changes.
excitement
inspirational
influence
attitudes
assumptions
commitment
TRANSFORMATIONAL LEADERSHIP
The Full Range Leadership Theory describes the difference between managers and leaders. What 5 characteristics are considered for transformational leadership?
- Charisma - x factor - unique - large than life
- Idealised influence - role models to others
- Inspirational Motivation - encourage followers to go beyond and do more
- Intellectual Stimulation - encourage followers to be innovative and creative
- Individualised consideration - think about individual followers independently
TRANSFORMATIONAL LEADERSHIP
Transactional leadership includes several leadership styles:
(1) ________ reward - leading by rewards
(2) ______ management by exception - looking for specific mistakes,
(3) _____ management by exception - leading by punishment but not actively looking for mistakes
Contingent
Active management by exception
Passive management by exception
