Final Leadership Review

Assets of Teams

- Perform better than individuals on complex tasks

- Synergy

- Divergent Ideas

- Creativity

- Use more information

- Share responsibility

Liabilities of Teams

- Perform worse than individuals working alone on simpler tasks

- Social loafing, free riders

- Diffused responsibility

- Time

- Groupthink

Teams are most beneficial if the work is ______ & ______

Complex & Creative

Tuckman's Stages of Development

Characteristics of Forming

- Displaying eagerness

- Socializing

- Generally Polit Tone

- Sticking to Safe Topics

- Unclear about how one fits in

Characteristics of Storming

- Some resistance

- Lack of participation

- Conflict based on differences of feelings/opinions

- Competition

- High emotions

- Starting to move towards group norms

Characteristics of Norming

- Purpose & Goals are well-understood

- More confident

- Improved commitment

- Members are engaged and supportive

- Relief, lowered anxiety

- Developing cohesion

Characteristics of Performing

- High motivation, trust & empathy

- Individuals defer to teams needs

- Effectively producing deliverables

- Consistent performance

- Demonstrations of interdependence & self-management

Characteristics of Adjourning

- Shift to process orientation

- Sadness

- Recognition of team & individual efforts

- Disbanding

Strategies of Forming

- Taking the 'lead'

- Being highly visible

- Facilitating introductions

- Providing the 'big picture'

- Est. clear expectations

- Communicating success criteria

- Ensuring response times are quick

Strategies of Storming

- Requesting & encouraging feedback

- Identifying issues & facilitating their resolution

- Normalizing matters

- Building trust by honoring commitments

Strategies of Performing

- Minimal intervention

- Celebrating successes

- Encouraging collective decision-making & problem-solving

Strategies of Adjourning

- Recognizing change

- Providing an opportunity for summative team evaluations ('lessons learned')

- Providing opportunity for individual acknowledgements

- Celebrating the team's accomplishments (an 'after-party')

Punctuated Equilibrium Model

Belbin's Team Roles

- Action-Oriented Roles

- People-Oriented Roles

- Thinking-Oriented Roles

Role Perception

An individual's view of how he/she is supposed to act in a given situation

Role Expectations

How others believe a person should act in a given situation

Role Conflict

Conflict among the roles connected to two or more statuses

Shaper

Pushes the team to focus and improve, a leader

(ACTION-oriented roles)

Implementer

Plans practical, workable strategies to achieve goals (ACTION-oriented roles)

Completer/Finisher

Finishes and quality controls team's work

(ACTION-oriented roles)

Coordinator

Focuses the team around objectives

(PEOPLE-oriented roles)

Team Worker

Helps the team coordinate with one another/connect

(PEOPLE-oriented roles)

Resource Investigator

Considers external applications and connections needed for the team's work

(PEOPLE-oriented roles)

Plant

Creative solutions/problem solving

(THINKING-oriented roles)

Monitor/Evaluator

Evaluates team's opinions

(THINKING-oriented roles)

Specialist

Unique knowledge input/expertise

(THINKING-oriented roles)

Sequential Interdependence

Pooled Interdependence

Reciprocal Interdependence

Intensive Interdependence

Illusion of Invulnerability

Excessive optimism

Collective Rationalization

Members discount warnings and don't reconsider their assumptions

Belief in Inherent Morality

Members ignore the ethical/moral consequences of their decisions

Stereotyped Views of Out-Groups

Others are the "enemy"

Direct Pressure on Dissenters

Members are under pressure not to express arguments against any of the groups views

Self-Censorship

Doubts are not expressed

Self-Appointed 'mindguards'

Members protect the group & leader from information that is problematic or contradictory

Social Loafing

Individuals exerting less effort when they work in a team than when they work alone

Passive Listening

Listening to the conversation/sound but doesn't verbally talk

Involved Listening

You're "present" and attentive, but you may not be driving the conversation; inconsistent participation in the conversation

Detached Listening

You're listening in a very boring or neutral way, without processing or reacting much

Non-Defensive Communication

Asking questions and making statements in an open and neutral manner

Non-Defensive Question

"Are you upset about something"

Defensive Question

"Why are you upset?"

Crucial Conversations occur when:

- Stakes are high

- Opinions vary

- Emotions run strong

Level of Conflict: Low

Work Unit Characteristics: Apathetic, stagnant, lack of new ideas, groupthink

Work Unit Performance: Low

Level of Conflict: Moderate

Work Unit Characteristics: Viable, Self-critical, Innovative

Work Unit Performance: High

(we want this)

Level of Conflict: High

Work Unit Characteristics: Disruptive, Chaotic, Uncooperative

Work Unit Performance: Low

Task Conflict

Conflict over content and goals of the work

(Functional)

Process Conflict

Conflict over how the work gets done

(Functional)

Relationship Conflict

Conflict based on interpersonal relationship

(Dysfunctional)

Conflict Handling Style

Tangible Negotiation

The things in the contract: salary, start date, position, location, other terms

Intangible Negotiation

The unspoken things: "winning", reputation, being fair, the relationships

Distributive Bargaining

- Win-Lose

- Get as much of the pie as possible

- Focuses on Positions

- Short-Term

- Low Information Sharing

Integrative Bargaining

- Win-Win

- Expand the pie so that both parties are satisfied

- Focuses on Interests

- Long-Term

- High information sharing

Negotiation Positions

"I want Thanksgiving off work"

(Surface statement of where a person/organization stands)

Negotiation Interests

"I want to spend time with my family"

(WHY you want what you are asking for)

Best Alternative to a Negotiated Agreement (BATNA)

- A fallback option if a negotiated agreement can't be reached

- GOAL: Beat your BATNA

- Better BATNA, greater power

Resistance Point

- Worst deal you are willing to accept

- Base it on your BATNA

System 1 Thinking

Automatic, fast, little or no effort, no sense of voluntary control

System 2 Thinking

Slower, paying more attention, putting more effort

Rational Decision-Making Model

(1) Identify the problem

(2) Generate alternative solution

(3) Evaluate alternatives and select a solution

(4) Implement and evaluate the solution chosen

Non-Rational Decision Making Model

- Satisficing when arriving at a solution (good enough)

Intuitive Based Decision Making

- Gut Feeling

- Automated Experience (helps us make quick decisions)

Confirmation Bias

Tendency to search for, interpret, favor and recall information in a way that confirms or supports one's prior beliefs or values

Overconfidence Bias (Dunning-Kruger Effect)

Overestimating our skills relative to those of others and overestimating the accuracy of our predictions

Availability Bias

Represents a decision maker's tendency to base decisions on information that is readily available in memory

Anchoring Bias

Decision makers are influenced by the first information received about a decision, even if it is irrelevant (usually numbers)

Priming Effect

Similar to anchoring but instead you use other stimulus influences

Hindsight Bias

When knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier. Danger of this bias is that, in retrospect, we get overconfident about our foresight, which leads to bad decisions

Framing Bias

Decisions are influenced by the manner in which a problem/question is framed

Escalation of Commitment Bias (Sunk Cost Fallacy)

The tendency to continue investing in a failing course of action due to an unwillingness to admit a past mistake

Trait Theory

Some people are born with special qualities that make them natural leaders

Behavioral Theory

People can learn to be good leaders by the way they act, not just by the traits they are born with

Behavioral Theory: Initiation of Structure

Task Oriented

EX: Assign group members to specific tasks, schedule & coordinates the work

Behavioral Theory: Consideration

Relationship Oriented

EX: Treat group members as equals

Situational Leadership Theory

- Focuses on leader's need to adapt to different follower situations

- Acknowledges the importance of followers and builds on the logic that leaders can compensate for their limited ability and motivation

Fiedler's Situational Theory

Leaders are thought to have a dominant style: motived by either relationship or task.

Leader effectiveness depends on the extent to which leader style matches the situation.

As situations change, different styles become more appropriate.

Transformational Leadership

Inspires followers to commit to a shared vision that provides meaning to their work

Sources of Personal Power

"What leaders with power bring to the party"

Sources of Position Power

"Power that you get from a position"

Legitimate Power

Control of resources, flexibility to make decision, hierarchical authority

Reward Power

Control of positive outcomes/benefits

(Big motivator)

Coercive Power

Fighting Control = Negative Consequences - comply or it will be negative for you

Expert

Comes from the leader's knowledge, competence, and expertise

People follow because they respect what the leader knows.

Referent

Comes from the leader's charisma, likability, and the respect others have for them

People follow because they want to be associated with the leader.

Information

Comes from having access to valuable or timely information.

People follow because the leader can provide insight or knowledge others need.

Rational Persuasion

Use reason, logical, facts

Consultation

Seek participation & input

Ingratiation

Give flattery, praise, humility

Exchange

Give rewards & reciprocity

Personal Appeals

Invoke loyalty & friendship

Coalitions

Make an alliance with others

Inspirational Appeals

Appeal to values, ideals, emotions

Legitimacy

Show request is within your authority, rules, procedures or their responsibility

Hard Tactics

Exert more overt pressure

- Coalition

- Pressure

- Legitimizing tactics

Soft Tactics

Friendlier & Less coercive

- Rational persuasion

- Inspirational Appeals

- Consultations

- Ingratiation

- Personal Appeals

Retribution

"If you don't do X, you will regret it"