Slide 5 Flashcards
1
Q
What is teamwork?
A
It is the collaborative effort of a group to achieve a common goal or to complete a task in the most effective and efficient way
2
Q
Why are teams used in organisations?
A
- the Increasing amount of work based on projects requiring different expertise and experience
- Teams outperform individuals
3
Q
What are some good reasons for forming a team?
A
- To solve problems by drawing on the talents of a variety of individuals.
- To foster togetherness in the workplace while tackling projects.
- To reduce or eliminate a lack of communication among staff members on projects.
- To heighten productivity by encouraging an atmosphere of cooperation.
- To achieve a solution that might be unpopular to some but is the desire of the majority
4
Q
What is teambuilding?
A
The process of enhancing the team effectiveness, sometimes used interchangeably with team development
5
Q
What are some principles of teamwork?
A
- teamwork implies that members provide feedback to and accept it from one another
- Teamwork implies the willingness, preparedness and proclivity to back fellow members up during operations
- Teamwork involves group members collectively viewing themselves as a group whose success depends on their interaction
- Teamwork means fostering within-team interdependence
- Team leadership makes a difference with respect to the performance of the team
6
Q
What are the characteristics of high-performance teams?
A
- The members are equipped with abilities and skills
- The members are committed to specific, challenging and clearly defined goals
- There is social support
- The rewards are group based
- They are usually small
- There is high mutual trust
- The capacity to tap external resources
7
Q
What are the individual differences amongst team members
A
- age
- KSAOs
- Personality
- Gender
- Culture
8
Q
What are the strengths of diversity in teams?
A
- effective in solving problems
- bring multiple perspectives, instead of all from the same background
- Participation increases
9
Q
What are the weaknesses of diversity in teams
A
- Difficult to manage
- Time consuming in discussing strategies and approaches
- Cultural differences sometimes work against goals
10
Q
How can you build an effective team?
A
- create a sense of urgency and direction
- choose people on the basis of skill, track record and potential
- Lay down explicit ground rules to govern behaviour
- Focus on critical but urgent matters
- Set clear objectives
- Encourage interaction between members
- Provide regular up-to-date information
11
Q
What are some problems with teambuilding?
A
- treating a unit as a team, but rewarding individuals
- Too little or too much authority and democracy has given the teams
- Unchanged organizational structure
- Not supporting the teams after forming them
- Misconception about everyone willing and eager to work in teams
12
Q
What are some ways by which confronting teambuilding problems can be done?
A
- create a supportive organisational context
- Recognize the importance of intrinsic motivation
- Provide training and expert coaching
- Issue clear instructions and directions
- Be mindful of social loafing and social facilitation
13
Q
What is leadership?
A
It is a relationship through which one person influences the behaviour or actions of other people
14
Q
Why is the leader important?
A
- Establishes vision
- Develops and implements strategies
- Allocates and controls resources
- Chooses key employees
- Shapes culture
- Affects organizational performance
- Projects image to the public
15
Q
What is the attribute of a good leader?
A
- Highly capable individual
- Contributing team member
- Competent manager
- Effective leader – catalyzes commitment to and vigorous pursuit of a clear & compelling vision, stimulates high performance
- Executive – builds enduring greatness through humility and professional wills
16
Q
What are the 7 different approaches that can be identified in the study of managerial leadership?
A
- Qualities or traits approach
- The functional or group approach
- Leadership as a behavioural category
- Styles of leadership
- The situational approach and contingency models
- Transformational leadership
- Inspirational leadership
17
Q
What are some action-centred leadership task functions?
A
- Achieving the objectives of the work group
- Defining group tasks
- Planning the work
- Allocation of resources
- The organisation of duties and responsibilities
- Controlling quality and checking performance
- Reviewing progress
18
Q
What are some action-centred leadership team functions?
A
- Maintaining morale and building team spirit
- Setting standards and maintaining discipline
- Systems of communication within the group
- Training the group
- Appointment of sub-leaders
19
Q
What are some action-centred leadership individual functions?
A
- meeting the needs of the individual members
- Attending to personal problems
- Giving praise and status
- Reconciling conflicts between group needs and needs of the individual
- Training the individual
20
Q
What are the two major dimensions of leadership behavior, identified according to the Ohio State Leadership Studies?
A
1: Consideration: reflects the extent to which the leader establishes trust, mutual respect and rapport with the group and shows concern, warmth, support, and consideration for subordinates.
- Structure: reflects the extent to which the leader defines and structures group interactions toward the attainmentof formal goals.
21
Q
What is a leadership style?
A
It is the way in which the functions of leadership are carried out, the way in which the manager typically behaves towards members of the group
22
Q
What are the broad classifications of leadership styles?
A
- authoritarian style
- democratic style
- Laissez-faire(genuine) style
23
Q
The leadership style is influenced by three main forces, what are they?
A
- forces in the manager
- forces in the subordinate
- forces in the situation
24
Q
What are some forces in the manager?
A
- systems
- Confidence in subordinates
- Leadership inclinations
- Feelings of security in an uncertain situation
25
What are some forces in the subordinate?
1. Strength of the need for independence
2. Readiness to assume responsibility for decision-making
3. Degree of tolerance for ambiguity
4. Interest in the problem and feelings as to its importance
5. Understanding and identification with the goals of the organisation
6. Necessary knowledge and experience to deal with the problem
7. The extent of learning to expect to share indecision-making
26
What are some forces in the situation?
1. Type of organisation
2. Group Effectiveness
3. Nature of the problem
4. Pressure of time
27
What are some major contingency models?
1. Favourability Of Leadership Situation
2. Quality And Acceptance Of Leader’s Decision
3. Path-Goal Theory
4. Maturity Of Followers
28
What is Fiedler's contingency model based on ?
It is based on the measurement of the leader's attitudes toward co-workers
29
It identifies 3 major variables affecting the leader's role and influence, what are they?
1. leader-member relations
2. task structure
3. position power
30
How does the Vroom and Yetton contingency model work?
It uses two main aspects of a leader's decision:
1. Decision quality or rationality: the effect the decision has on group performance
2. Decision acceptance: the motivation and commitment of group members to implementing the decision
Together with the amount of time required to make the decision
31
What are the 5 main decision styles according to Vroom and Yetton?
1. Autocratic:
A.I. Leader solves the problem alone.
A.II. Leader obtains information then decides alone.
2. Consultative:
C.I. The problem is shared: the leader decides possibly reflecting the influence of subordinates.
C.II The problem is shared: the leader decides possibly reflecting the decision of subordinates.
3. Group:
G.II. The problem is shared: the leader chairs a group decision-making process.
32
What is the path-goal theory based on?
It is based on the expectancy theories of motivation
33
The path-goal theory identifies four main types of leadership, what are they?
1. directive
2. supportive
3. participative
4. achievement-oriented
34
What are the characteristics of a transactional leadership?
1. Based on legitimate authority
2. Emphasis on the clarification of goals, tasks, outcomes and rewards
3. Appeals to the self-interest of followers
4. Based on a relationship of mutual dependence and exchange
35
What is transformational leadership?
A process of engendering high levels of motivation and commitment. Generating a vision for the organisation, an appeal to higher ideals of followers, creating a feeling of loyalty and trust.
36
What are the components of transformational leadership?
1. Idealised influence
2. Inspirational motivation
3. Intellectual stimulation
4. Individualised consideration
37
What are some guidelines to achieve transformational leadership?
1. Articulate a clear and appealing vision
2. Explain how the vision can be attained
3. Act confident and optimistic
4. Express confidence in followers
5. Provide opportunities for early success
6. Celebrate success
7. Use dramatic symbolic actions to emphasise key values
8. Lead by example
9. Empower people to achieve the vision
38
What are 5 leadership qualities a successful leader should have?
1. Courage:
To do what is right and overcome obstacles
2. Confidence:
Belief in their ability to make what they want to happen
3. Concentration:
Persistence and focus
4. Passion:
For what they do
5. Values:
A strong sense of enduring standards of behaviour
39
What are some leadership traits of highly productive organizations?
1. Attention to details
2. Highly ethical and moral
3. Embracing simplicity & disdain for waste
4. Long-term focus
5. Humility
7. Emotional Intelligence
8. Coaching leadership style
9. Trust and belief in others
40
What are the key principles for organisational leader development?
1. A strategy for leadership development
2. Selection of those with leader potential
3. Training for leadership
4. Career development
5. Line managers as leadership developers
6. Corporate culture to encourage self-development of leaders
7. A chief executive who leads from the front and grows other leaders
