Questions

Functional conflict

A type of conflict that encourages open dialogue and is focused on issues rather than personal differences.

Low team cohesion

A situation where team members are not aligned on expectations or goals, often leading to poor collaboration.

Transformational leadership

A leadership style that inspires and motivates team members to innovate and achieve goals.

Referent power

Power that comes from being liked and respected by others, which can lead to over-reliance.

Integrative negotiation

A negotiation style that focuses on creating win-win solutions by finding mutually beneficial outcomes.

Visibility in leadership

The extent to which a leader is seen and recognized in their role, which can enhance their influence.

Teamwork role

A role played by team members that focuses on maintaining harmony and ensuring that all voices are heard.

Reducing interdependence

An approach that minimizes reliance between departments to prevent conflict.

Directive leadership

A leadership style that involves giving clear instructions and guidance, often needed based on team members' skill levels.

Shared leadership

A leadership approach where decision-making is distributed among team members, which may risk process losses.

Network centrality

The degree to which an employee is connected to others in the organization, affecting their access to information.

Functional conflict avoidance

A situation where a lack of conflict leads to lower performance due to failure to address important issues.

Hybrid performance system

A performance measurement system that evaluates both individual and team outputs, which can be confusing if not clear.

Psychological safety

An environment where team members feel safe to take risks and admit mistakes without fear of negative consequences.

Encouraging experimentation in leadership

A leadership trait that supports innovation and rewards attempts to try new methods.

Concessions in negotiation

Tactics used in negotiations that may involve expressing frustration to gain leverage or advantages.

Authentic leadership

A leadership style characterized by transparency, consistency, and integrity in decision-making.

Groupthink

A phenomenon that occurs when a group values harmony and consensus over critical thinking, leading to poor decisions.

Coercive power

Power that results from the ability to punish or control others, often misused in management.

Smoothing strategy overuse

When a team excessively uses conflict avoidance techniques that hinder honest feedback and innovation.

Strong network ties and betweenness

A source of power derived from being well-connected across different groups or teams.

Participative leadership with supportive traits

A leadership style that includes team members in decision-making while providing necessary support.

Media richness theory

A theory that suggests that the effectiveness of communication is related to the medium's ability to convey information.

Silent authority

A non-verbal communication tactic used to influence behavior without direct interaction.

Shared mental models

Common understandings and expectations among team members that facilitate collaboration and efficiency.

Integrative negotiation strategy

A negotiation technique that seeks to maximize the outcomes for all parties involved.

High team effectiveness

A state where a team collaborates well, with clear roles and open communication, leading to successful outcomes.

Transformational leadership in action

A leadership style that uses inspiration and vision to motivate employees toward significant changes.

Emphasizing superordinate goals

An approach that focuses on shared objectives to resolve conflicts and foster collaboration.

Referent power

Influence gained through personal relationships and reputational strength within a team or organization.

Shared leadership model

A collaborative approach to leadership where power and decision-making are distributed among team members.

Reason, emotion, and reputation in negotiation

Strategies that involve logical arguments, understanding feelings, and maintaining a good standing in negotiations.

Avoidance of necessary task conflict

The risk of low performance due to failing to address critical disagreements that can lead to better outcomes.

Weak negotiation power

A position in which an employee has limited leverage or alternative options in a negotiation setting.

Team norm

Unwritten rules or expectations that guide behavior and processes within a team.

Network betweenness

The influence and power derived from being a connector between different groups in an organization.

Participative leadership

A style that encourages team involvement in decision-making processes, fostering engagement and ownership.

Hybrid performance evaluation

A system that assesses both individual and team contributions, intended to motivate and improve performance.

Relationship conflict

A type of conflict rooted in personal differences that often leads to tension and can impact team dynamics.

Mature shared mental models

An advanced state of collaboration where team members share a mutual understanding of goals and processes.