UNIT 3- Teamwork and diversity Flashcards
What is teamwork?
The process of working collaboratively with a group of people in order to achieve a goal
What is teamwork built on?
a common goal
How many % of corporate executives, employees, and educators believe a lack of alignment within a team directly impacts the outcome of the task/project?
97%
Ways to foster teamwork:
- Get to know your team members
- Agree on a team mission
- Promote sharing
- Map goals and timelines
- Ensure clear communication
- Build the team relationship outside the office
Diversity
It is the practice or quality of including or involving people from a range of different social and ethnic backgrounds and of different genders, sexual orientations, etc
Diversity and inclusion
An economic issue
- gender
- nationality
- culture
- rase
- background
- NOT religion
Key aspects for effective teams
- Team dimension
- Complementary skills
- Common purpose
- Common approach
- Known structure
- Mutual accountability
Job Characteristics Model- Hackman/Oldham
Core job dimension –> Psychological states –> Personal and work outcomes
- Meaningfulness of work:
- skill variety
- task identity
- task significance - Responsibility
- Knowledge of outcomes
These factors combined equals:
- high internal work motivation
- high-quality work performance
- high satisfaction with the work
- low turnover
Key aspects when managing diversity:
- age
- ethnicity
- class
- gender expression
- physical abilities
- race
- sexual orientation
- socio-economic status
- educational background
- geographical location
- income
- marital/parental status
- work experience
- world views (political, religious, ideological)
Erin Meyer- the culture map
8 parameters to compare cultures:
- Communication (Low context- high context)
- Evaluating (Direct negative feedback- indirect)
- Persuading (Concept first- application first)
- Leading (Egalitarian- hierarchical)
- Deciding (Consensus- top down)
- Trusting (Task based- relationship based)
- Disagreeing (Confrontational- avoid confrontation)
- Scheduling (Linear time- flexible time)
Leadership definition
The art of influencing people to get them to work voluntarily and enthusiastically in the fulfillment of the group’s goals.
Great leaders start with self leadership:
- Self-awareness
- Self-reflection
3- Self-regulation
4 elements that influence the style of leadership
- personality
- environment
- collaborators
- culture
Traditional leadership approaches
- Traits approach (personal characteristics)
- Behavioral approach (actions)
- autocratic leaders
- democratic leaders
- laissez-faire leaders - Contingency approach
- Power and influence theories
- Transformational
Traits approach (Personal characteristics)
- argue that effective leaders share a number of common traits/skills
- examples: integrity, empathy, assertiveness, good decision-making skills ++)
- none of these traits/ combination of them will guarantee that someone is a great leader
Autocratic leader
- makes decisions without consulting their team
- considered appropriate when decisions need to be made quickly and there is no need fro input
- when team agreements isn’t necessary for a successful outcome
Democratic leader
- allows the team to provide input before making a decision
- the degree of input can vary from leader to leader
- important when team agreement matters
- can be difficult to manage when there are many ideas and perspectives
Laissez-faire leaders
- dont interfere- let the people within the team make many of the decisions
- works when the team is highly capable and motivated- don’t need close supervision
- will fail when I appears because the leader is lazy or distracted
The best leaders use:
The best leaders are those who can use many different behavioral styles, and choose the right style for each situation.
Contingency Theories – How Does the Situation Influence Good Leadership?
The realization that there is no one correct type of leader led to theories that the best leadership style depends on the situation. These theories try to predict which style is best in which circumstance.
Power and Influence Theories – What Is the Source of the Leader’s Power?
Power and influence theories of leadership take an entirely different approach – these are based on the different ways that leaders use power and influence to get things done, and they look at the leadership styles that emerge as a result.
- French and Raven’s Five Forms of Power
- Transactional
French and Raven’s Five Forms of Power
This model highlights three types of positional power – legitimate, reward, and coercive – and two sources of personal power – expert and referent (your personal appeal and charm). The model suggests that using personal power is the better alternative, and that you should work on building expert power (the power that comes with being a real expert in the job) because this is the most legitimate source of personal power.
Transactional
This approach assumes that people do things for reward and for no other reason. Therefore, it focuses on designing tasks and reward structures. While this may not be the most appealing leadership strategy in terms of building relationships and developing a highly motivating work environment, it often works, and leaders in most organizations use it on a daily basis to get things done.
Transformational leadership style
Is often the best leadership style to use in business.
Transformational leaders show integrity, and they know how to develop a robust and inspiring vision of the future. They motivate people to achieve this vision, they manage its delivery, and they build ever stronger and more successful teams.
