Chapter 3 - Leading teams

leadership paradox

the fact that teams usually need leaders, but the very presence of a leader threatens the autonomy of the team

leadership vs management

people don’t want to be managed they want to be led. leadership is a relationship while management is a function. Leader can influence people to reach a goal

• leader has a POV that allows them to see what needs to be done, understand the underlying forces working in the organization, initiate the action make things better

POV

follower, bureaucrat, administrator, contratian leader

entity theory

asserts that leaders are born that way

• “trait theory”

incremental theory

leadership skills can be learned and leaders can develop.

• more confident and less depressed

intelligence and leadership

intelligence testing to select leaders

personality leadership

personalities of leaders lead to common threads, but there is no agreed-upon list shared by all leaders. Big 5 has some correlations with leadership

birth order and leadership

leadership can be based on this

leadership over - emergence

leadership emergence rather than actual effectiveness. Men tend to over-emerge as leaders.

• women → more democratic, less likely to naturally be a leader

• men → autocratic, less risk adverse

fundamental attribution error

tendency to overemphasize the impact of stable personality and dispositional traits and underemphasize the impact of the situation on peoples behaviors

incremental theories of leadership

how leaders interact with their teams and structure the external environment so that the team can best achieve its goals

seating arrangements

person at head of table has a greater probability at emerging as the leader

random selection of leaders

these teams perform better on all organization decision making tasks

managerial grid

task vs person leadership

task → accomplish the objectives, act as a spokesperson, what should be done and how

person → members have more freedom, use own judgement in problem solving and grant authority

transformational leadership

developmental and beings with a transactional approach. Leaders and their teams are in an exchange relationship with negotiation to establish outcomes and awards

• psychological contract → belief in mutual obligations between that person and another party

• higher teamwork quality, better performance, intrinsically motivated leaders. motivate members to strive her higher outcomes, creates trust

• more effective when you help your team → organizational citizenship behaviors

transactional leadership

leaders power to enforce subordinates for their successful completion of the bargain

• competitive relationship

group-focused transformational leadership

positive impact on innovation but opposite on motivation. Can also promote dinenchantment

hypocrisy attribution dynamic

tendency for team members to draw sinister conclusions about a leaders behavior.

vertical leadership

stems from appointed or formal leader of a team

shared leadership

distributed among and is stemmed from team members

autocratic leadership

leader who seeks sole possession of authority, power, and control

democratic leadership

share authority, power and control

shared leadership

shared purpose, social support, voice and external coaching. Relates to group trust which enhances performance

mood contagion model

leaders transmit their own moods to team members with facial, vocal and postural cues

• passion → desirable

• obsessive passion → leadership competence increases this

• harmonious passion → perceptions of team members competitors influences this

• epistemic motivation → desire to thoroughly understand a situation, high in this teams perform better when leaders display anger

leader-team perceptual distance

difference between a leader and a team in terms of how thy perceive things

leader categorization theory

people use their mental image of an ideal leader as an implicit benchmark to determine their receptivity towards actual leaders and their own leadership potential

implicit leadership theories (ILT)

people who are dependent on leaders hold particular expectations of leaders about whether a leader is worthy of influences (LWI)

• ITL drives LWI, the degree of LWI determined by the team impacts the effectiveness of the leader

• appointed leaders should be sympathetic and take charge

• elected leaders → well dresses and authoritative

prortypicality

people prefer prototypical leaders and dislike non prototypical leaders especially in structured stable environments. Like team members are evaluated to be more effective than leaders who aren’t

status and uncertainty

perceived status affects the team’s preferences regarding leadership style.

• Low-status → directive

• High-status → participative style

leader-member exchange (LMX)

relationships that leaders develop with particular subordinates and what leaders and subordinates offer and receive in such relationships

• leaders give different subordinates different amounts of attention and treatment

attributes that influence differential treatment

similarity to leader, demonstrated competence and extraversion

• the more leaders embody the leadership behaviors that their employees and teams expect of them, the better the relationship

advantages of differential treatment

increase commitment, improved employee and team performance, increased job satisfaction, positive work perceptions, more willing to continue to work for the business

disadvantaged of differential treatment

negatively affect financial performance by disrupting team coordination. Can create an in-group, hurts group process and reduces perceptions of justice, resent the leader, some amy feel less involved and not perform well. Worse attitudes and coworker relations.

power

ability to control the outcome of another person in a relationship.

• Direct or indirect, unilateral of bilateral

• worry about maintaining this especially when another member poses a threat (get closer to these threats)

sources of power

expert, legitimate, incentive, coercive, informational and referent

• power benefits performance when it’s dynamically aligned with task competence.

power distance

degree to which a person is accepting of unequal distribution of power

• shared preferences regarding the degree to which their leaders directives should be respected

using power

• overuse: member uses their power to exert influence over most aspects of group functioning to dominate the team

• abdication: People who have an interdependent self-construal are more likely

  to relinquish their power within a group when they believe their own leadership

  performance is poor, but not if they can blame another person.

• managing the resource → powerful team member influences other members only in the specific domain of his or her special resources

effects of power

enhanced role identification, self anchoring effect (people use themselves as a reference point when juding others internal states making them less perceptive), less motivated to scan the enviornment or process information, discount advice from others, produces verbal dominance, hurts communication and performance, less accurate judgements, “rose-colored glasses”, more optimistic, less risk adverse

empowering leadership

knowledge sharing and team efficacy → positively related to better team performance

powerlessness

inviting participation in the workforce is four approaches

delegation

hand over responsibility and authority required to accomplish a task, without relinquishing final accountability, without this is can cause overload of executives and underused subordinates

parallel suggestion involvement

invite employees and team members to make suggestions about organizational procedures and processes.

• ex. suggestion box, quality circles

• accurately and differentially weigh staff input

job involvement

restructuring employee tasks to make them more rewarding, enriching and autonomous

• train new skills, give feeback, complete a whole meaningful piece of work

• new info, power and skills they may be rewarded differently

bureaucratic organizations

traditional, hierarchical style of leadership: information, rewards, knowledge, and power are concentrated at the top. Teams don’t exist; if they do, they’re ignored and suppressed

commitment orgs

teams shoulf form, power isn’t hierarchical and the organization has a flat structure

mcgregor method and theory y

increased involvement strategies where employees make decisions about work activities and organizational direction. If they want to contribute ti the organization they must know about it, influence it and be rewarded for it and have the knowledge and skills to do so.

implementation power

in organizational involvement and not in parallel suggestion involvement

top-management teams

represent a wide range of interests of the people and groups in the organization and provide valuable developemnt experiences for the members

• idea that leadership is a team process

iron cage

highly rational but powerfully oppressive bureaucracy

• out of desire for order people rationalize their bureaucratic relationships making them less negotiated and more structural.

leadership

listen, expectations (clear, success benchmarks), accountability, develop others (coaching), encourage others, relationship builder, support change, humility, influence, provide direction.