Teamwork and Leadership

Question 1

What is a team defined as?

Answer 1

A GROUP of TWO or MORE members IDENTIFIABLE by TYPE;
INTERACT and INTERDEPENDENT;
INDIVIDUALS think of themselves as a TEAM;
A COMMON or SHARED PURPOSE;
HELPS one another to ACCOMPLISH their GOAL;
Act in a UNIFIED MANNER;
COMMUNICATE, INFLUENCE and REACT to ONE ANOTHER

Question 2

What is the key starting component of teamwork?

What can this component do?

Answer 2

BRIEFINGS;
Sets a TONE for the JOB either POSITIVELY or NEGATIVELY;
LEADER can BULID COHESIVENESS when everyone is INFORMED about the JOB, POTENTIAL PROBLEMS, and HOW it will PLAN OUT. Uses “OUR” and “WE” to make team feel valued

Question 3

What are the 4 characteristics of a team?

Briefly explain each one?

Answer 3

ROLES: Specific TASKS and DUTIES that each person is GIVEN;
NORMS: RULES and STANDARDS of BEHAVIOUR EXPECTED within the team;
COMMUNICATION STRUCTURE: RULES about WHO TALKS to WHOM (HIERARCHY);
POWER STRUCTURE/GRADIENT: Who has the MOST POWER

Question 4

What is a functional leader?

Answer 4

The person who has the MOST INFORMATION about the CURRENT SITUATION and, therefore, is PROVIDING LEADERSHIP through EXPERTISE

Question 5

Should the captain/manager always be the leader?

Answer 5

No, the FIRST OFFICER must GROW into the CAPTAINS POSITION;
They may LEAD certain aspects such as BRIEFINGS, FUEL ON BOARD, ALTERNATES ect;
There is a SECTION in the PILOTS LOGBOOK for COMMAND PRACTICE hours

Question 6

Why is a flight crew defined as a team?

Answer 6

They COMMUNICATE with each other and WORK TOGETHER (INTERACT);
INTERDEPENDENT as they RELY on others to do their respective JOBS PROPERLY, if this is NOT ACHIEVED the SAFETY and EFFICIENCY of TEAM is THREATENED

Question 7

What situations can hinder team performance?

Answer 7

SHUTTING OUT a team member by IGNORING them, leaving them OUT of the LOOP, or making them FEEL BAD;
COMMUNICATION BREAKDOWNS or ACTING in a NON-UNIFIED manner;
Too many SIMILAR HAZARDOUS ATTITUDES as one CANNOT COUNTER OPINIONS

Question 8

What are some aspects that are achieved by implementing a team into aviation?

Answer 8

REDUNDANCY;
FATIGUE management;
CROSS-CHECKING safety;

Question 9

What problems may influence how individuals behave within a team?
Briefly explain each one?
How can these be overcome?

Answer 9

BYSTANDER EFFECT and SOCIAL LOAFING: People FEEL SAFER in a LARGE GROUP, but are LESS LIKELY to HELP. Give EVERYONE a UNIQUE RESPONSIBILITY;
LARGE GROUP PRODUCTIVITY: The larger the team the LESS EFFORT and LACK of COORDINATION. Get the TEAM to SELF-EVALUATE and ENCOURAGE specific SKILLS;
CONFORMITY: In situations people may be PRESSURED into DOING ANYTHING when they have an OPINION AGAINST EVERYONE but DON’T WANT CONFLICT.

Question 10

What is cognitive dissonance?

What is an example of this?

Answer 10

The STATE of having INCONSISTENT THOUGHTS, BELIEFS or ATTITUDES, especially RELATING to BEHAVIOURAL DECISIONS and ATTITUDE CHANGE;
SMOKERS who KNOW its BAD but STILL DOES IT

Question 11

What are the two strongest influences when making decisions in teams?
Explain each one?

Answer 11

GROUP POLARISATION / RISK SHIFT: Decision will be at FURTHER end of the CAUTIOUS/RISKY SCALE ie; If LEANING toward CAUTIOUS, FINAL DECISION will be even MORE CAUTIOUS;
GROUP THINK: HIGHLY COHESIVE TEAM, will CONFORM to HARMONISE

Question 12

What are the other factors that may influence team decision making?
Explain each one?

Answer 12

MIND GUARDS: A MEMBER that FILTERS INFORMATION, providing LIMITED INFORMATION that acts to CONTROL and DIRECT the DECISION to a LIMITED RANGE of POSSIBILITIES;
IN GROUP and OUT GROUP: Founding BIASES on DIFFERENT GROUPS ie; different soccer teams EMPATHY vs PLEASURE (your team vs another team);
PERSONALITY TRAITS: INTROVERSION (QUIET, NOT CONTRIBUTE until ASKED), EXTROVERSION (TALKATIVE, may make INTROVERT MORE SHY), ANXIETY (needs REASSURANCE maybe due to INEXPERIENCE)

Question 13

What are some characteristics of a good leader?

Answer 13

FLEXIBLE;
Professional COMPETENCE;
Effective COMMUNICATION skills;
Good DECISION-MAKING skills;
RESPONSIBILITY;
ENTHUSIASM;
HUMOUR;
PURPOSE

Question 14

What are the components of the leadership/followership model?

Answer 14

EXTERNAL ENVIRONMENT;
CLIMATE and STRUCTURE;
ROLES and RESPONSIBILITIES;
KNOWLEDGE, SKILLS and ATTRIBUTES;
COMMUNICATIONS

Question 15

What are the characteristics of the external environment component?

Answer 15

REGULATORY environment: The LEGAL STRUCTURE within which the flight OPERATES;
CORPORATE environment: The written POLICIES and PROCEDURES established by COMPANY, may CONFLICT REGULATORY;
MARKET environment: Customer EXPECTATIONS, EXTERNAL service providers and LABOR/MANAGEMENT RELATIONS;
PHYSICAL environment: WEATHER, AIRCRAFT condition, ATC

Question 16

What are the characteristics of the climate and structure component?

Answer 16

Using TECHNICAL, COGNITIVE and COMMUNICATION skills to achieve BOTH types of tasks;
STRUCTURING tasks: PLANNING, DELEGATING, COORDINATING, and MONITORING etc;
CLIMATE-SETTING tasks: MOTIVATING, CLARIFYING ROLES, and COACHING etc

Question 17

What are the characteristics of the roles and responsibilities component?

Answer 17

LEADER/FOLLOWER roles may be associated with FORMAL or DESIGNATED ROLE defined by HIERARCHICAL position however may CHANGE in ABNORMAL situations where a FOLLOWER must rise to a LEADER position

Question 18

What are the characteristics of the knowledge, skills and attributes component?

Answer 18

KNOWLEDGE: The INFORMATION the individual REMEMBERS and/or UNDERSTANDS (FACTS, PROCEDURES, PRINCIPLES etc);
SKILLS: A developed ABILITY, APTITUDE or KNOWLEDGE used effectively and readily in the EXECUTION or PERFORMANCE of TASKS;
ATTRIBUTES: Stable PERSONALITY TRAITS (openness, conscientiousness etc) or VARIABLE DISPOSITIONS (motivation, values, attitudes etc)

Question 19

What are the characteristics of the communication component?

Answer 19

OPEN and SUPPORTIVE communication has 5 features:
BEHAVIOUR or EVENT ORIENTED NOT PERSON ORIENTED;
CONGRUENCE between what COMMUNICATOR FEELS and SAYS between verbal and non-verbal MESSAGES;
VALIDATES INDIVIDUALS;
CONJUNCTIVE as each member has the OPPORTUNITY to SPEAK and TOPICS are NOT DISCONNECTED;
OWNED as each member takes RESPONSIBILITY for their STATEMENTS and IDEAS

Question 20

What are the leadership and followership skills?

Answer 20

ENVISIONING;
MODELLING;
INFLUENCE;
RECEPTIVENESS;
INITIATIVE;
ADAPTABILITY

Question 21

What does envisioning mean?

What effect does it have on the operation?

Answer 21

CREW member CREATES and ARTICULATES a PICTURE or PLAN to COMPLETE a TASK and ANTICIPATING future PROBLEMS and/or OPPORTUNITIES;
This IDEA must create OPEN COMMUNICATION ENVIRONMENT to VALIDATE it through CRITIQUE and QUESTIONS;
Can ORIGINATE from ANY CREW but usually CAPTAIN and requires EFFECTIVE VERBALISING to others of how to do it;
Every crew member has the SAME GOAL for the operation in mind and WORKS TOGETHER

Question 22

What does modelling mean?

What effect does it have on the operation?

Answer 22

Ones personal EXAMPLE demonstrates what is EXPECTED from OTHERS this can be demonstrated on multiple levels: CAPTAIN, FIRST OFFICER, FLIGHT ATTENDANT etc;
Also about GIVING ADIVCE and POSITIVE FEEDBACK when appropriate: First officer struggling to fly approach and is visibly frustrated can be given feedback to calm down, alter his approach and safely land

Question 23

What does influence mean?

What effect does it have on the operation?

Answer 23

Allows the OBTAINMENT of COMMITMENT from OTHERS to IDEAS or ACTIONS using effecting interpersonal SKILLS such as TACTFULNESS which involves COURTESY, RESPECT, and RAPPORT;
ASSERTIVENESS may be DIFFICULT but using statements that creates OWNERSHIP RATHER than PROJECTING FAULT such as “I think” or “I would like” makes influencing easier

Question 24

What does receptiveness mean?

What effect does it have on the operation?

Answer 24

CREW that ENCOURAGE others to PAY ATTENTION to, and convey UNDERSTAND of another’s IDEAS, COMMENTS, or QUESTIONS specifically seen during BRIEFINGS when the CAPTAIN encourages FEEDBACK;
If there are QUESTIONS the CAPTAIN must also be RECEPTIVE to SOLICITED INPUT;
BODY LANGUAGE includes direct EYE CONTACT and NODDING with understanding

Question 25

What does initiative mean?

What effect does it have on the operation?

Answer 25

CREW begin an ACTION without EXTERNAL DIRECTION who also look for more EFFECTIVE ways of COMPLETING TASKS;
If the CAPTAIN creates a VISION in the BRIEFING the FIRST OFFICER knows what is EXPECTED and knows the LIMITS of their BEHAVIOUR which allow for a SAFER flight

Question 26

What does adaptability mean?

What effect does it have on the operation?

Answer 26

The ABILITY to ADJUST to CHANGING ENVIRONMENTS, AMBIGUITY, and ABNORMAL SITUATION;
The CREW is more ready to deal with CHANGING weather, TRAFFIC flow, or abnormal PROBLEMS;
CREW can operate well when there is NOT enough TIME, INFORMATION or RESOURCES to accomplish NORMAL ROUTINES

Question 27

What are the 2 extremes of leadership styles?

What are the characteristics of each?

Answer 27

AUTOCRATIC: INDIVIDUAL has CONTROL over ALL DECISIONS and little input from group members;
INDIVIDUAL may be OVERLOADED, NOT have ALL INFORMATION, IMPULSIVE, make OTHERS feel INVALID, make QUICK decisions;
DEMOCRATIC: GROUP members take a PARTICIPATIVE ROLE in DECISION making process;
Considers EVERYONE, SHARED RESPONSIBILITY, decisions take LONGER to make OR may NOT BE MADE

Question 28

What are the types of leadership styles?

Answer 28

COERCIVE;
AUTHORITATIVE;
AFFILIATIVE;
DEMOCRATIC;
PACESETTING;
COACHING

Question 29

What is the approach for a leader with a coercive style?

How does it affect the followers?

Answer 29

Demands IMMEDIATE COMPLIANCE with orders and accomplishes tasks by BULLYING or sometimes DEMEANING the FOLLOWERS may be EFFECTIVE in a TURNAROUND situation such as a DISASTER;
FOLLOWERS may feel DISRESPECTED and NOT bother suggesting IDEAS, LOSE their sense of INITIATIVE and OWNERSHIP, feel LITTLE ACCOUNTABILITY for their performance, may be RESENTFUL, DIMINISHED CLARITY of the MISSION

Question 30

What is the approach for a leader with an authoritative style?
How does it affect the followers?

Answer 30

Heavily ARTICULATE a VISION and MOBILISE people towards that vision, usually WORKS WELL in MOST businesses but may FAIL when FOLLOWERS are MORE EXPERIENCED;
FOLLOWERS UNDERSTAND the IMPORTANCE of WHAT they do and WHY, KNOW HOW their individual TASK fits into the grand VISION, receive FEEDBACK in relation to how it AFFECTS the VISION, get plenty of FLEXIBILITY

Question 31

What is the approach for a leader with an affiliative style?

How does it affect the followers?

Answer 31

REVOLVES around PEOPLE where the LEADER VALUES INDIVIDUALS and their EMOTIONS MORE than TASKS and GOALS to create HARMONY, WORKS WELL when improving COMMUNICATION or building TRUST but not always as followers may PERCEIVE a MEDIOCRE performance as ACCEPTABLE;
FOLLOWERS develop strong EMOTIONAL BONDS, SHARE IDEAS, are TRUSTED and get lots of FLEXIBILITY and FREEDOM, receive POSITIVE FEEDBACK

Question 32

What is the approach for a leader with a democratic style?

How does it affect the followers?

Answer 32

Lets FOLLOWERS have a SAY in DECISIONS that AFFECT GOALS, however may TAKE TIME, REALISTIC about what CAN and CAN’T be ACCOMPLISHED, WORKS WELL when the leader requires DIRECTION from ABLE FOLLOWERS and keeps IDEAS FRESH but NOT when FOLLOWERS are INCOMPETENT;
FOLLOWERS are RESPECTED and TRUSTED, ENCOURAGED to voice CONCERNS

Question 33

What is the approach for a leader with a pacesetting style?

How does it affect the followers?

Answer 33

Sets extremely HIGH PERFORMANCE STANDARDS and EXEMPLIFIES them, OBSESSED with doing things BETTER and FASTER, demands performance from FOLLOWERS and if NOT MET they are REPLACED, may NOT state CLEAR GUIDELINES or give FEEDBACK;
Only WORKS WELL when FOLLOWERS are HIGHLY COMPETENT, SELF-MOTIVATED and need LITTLE DIRECTION;
FOLLOWERS may be OVERWHELMED, have DECREASED MORALE, feel UNTRUSTED, unable to take INITIATIVE, no FLEXIBILITY or RESPONSIBILITY

Question 34

What is the approach for a leader with a coaching style?

How does it affect the followers?

Answer 34

Acts more like a COUNSELLOR than a BOSS, HELP FOLLOWERS identify their UNIQUE STRENGTHS and WEAKNESSES and tie them to career ASPIRATIONS, ENCOURAGE LONG TERM DEVELOPMENT, make AGREEMENTS and put up with SHORT term FAILURE if it furthers LONG term LEARNING;
WORKS WELL EXCEPT when FOLLOWERS are RESISTANT to LEARNING or CHANGING their ways;
FOLLOWERS feel free to EXPERIMENT, knows they will receive QUICK and CONSTRUCTIVE FEEDBACK