human capital final

labor unions

organizations that represents workers in dealing with management over disagreements involving wages, hours, & working conditions.

collective bargaining

the process of negotiating a labor agreement that provides arrangements acceptable for both employees and management

define leadership

the ability to influence people to set aside their personal concerns & support a larger agenda, includes personal characteristics, skills, & behaviors that can be learned.

leadership effectiveness

the achievement of high group performance over time by engaging people in a manner that makes them want to be apart of something larger

• leaders are key drivers of organizational success

• supports employee performance, innovation, & retention

leadership emergence

those who rise to a formal leadership role, but not ensured to succeed

traits of leadership emergence

influence others’ perceptions of leadership because they are what is being looked for in a leader

• intelligence, dominance, sociability, self-monitoring, drive, self-confidence, tolerance for ambiguity

limitations of leadership emergence

incomplete understanding of effectiveness drivers & may underestimate some individuals due to bias

leadership failure

companies spend billions on training & development, but so many employees are disengaged due to management

• common myths: “born leader” & charisma = leadership title

leader-member exchange (LMX)

quality of relationship between a manager & a subordinate, it’s a critical link

the outcomes of LMX

organizational citizenship behavior (OCB), job satisfaction, reduced turnover

how does leadership & management overlap? (bailey, 2022)

both skills are complementary skill sets that should coexist within the same person

• shared skills: strong communication skills to inspire teams & convey clear instructions

why does the overlap between leadership & management matter? (bailey, 2022)

if the roles are not separated in an org, then anyone (regardless of position) can & should develop both skills

transactional leadership

when the leader exchanges rewards & treatment for desirable devices (performance, effort, participation) from the subordinate

• behaviors: management-by-exception, contingent reward & punishment

• builds trust & fairness, which is a foundation for higher level performance

transformational leadership

focus on meeting followers’ higher-level needs, whole person approach, to achieve performance beyond expectation

• behaviors: articulate a vision, role model, group goals, communicate high performance expectations, provide individualized support, intellectual stimulation

• outcomes: job performance, citizenship behavior, satisfaction, commitment

why is learning to manage so hard according to Hill (2007)?

• skills for individual contributors differ significantly from those needed for management

• learning process involves trial & error

• psychological adjustments are taxing. leading to questions about their identity & capabilities

• misconceptions about management roles create unrealistic expectations for new managers

how do managers transition successfully according to Hill (2007)?

• sharing information to minimize misconceptions & manage expectations

• developing a good relationship with their superior

define a team

group of people who are collectively accountable for definable outcomes & have a high degree of task interdependence & interaction

• together everyone achieves more, teams CAN produce bigger wins than individuals, but also more individual losses

task interdependance

extent to which members much interact & rely on others to complete tasks

when do teams make sense?

• teams bring shared information & avoid tunnel vision

• diverse perspectives produce better ideas & thoughtful risks (innovation)

• teams can support people & make them feel valued (connection)

what is a virtual team

a team in which members in dispersed locations collaborate using technology

benefits of high performing teams

• performance output: produces high-quality work

• satisfaction: members derive value from being part of the team

• continued cooperation: members learn from each project in ways that help them cooperate better for repeatable success

small size

• 5-8 people is ideal

• small groups work harder, communicate more, & share responsibility

complementary skills

• beyond technical skills, team need tasks, problem-solving, & interpersonal skills

• success comes from the mix, not having all the “stars”

shared purpose based on clear goals

• members agree on what success looks like

• goals are outcome-based, not just “activities to complete”

mutual accountability

• members hold themselves & each other responsible for performance

• cooperative & competitive rewards as appropriate

productive team norms

predictable ways of working together, especially how they communicate & disagree (5 C’s)

• Confidence

• Cooperation

• Coordination

• Cohesion

• Conflict

task conflict

disagreement over ideas, content, & decisions → better thinking & outcomes

relationship conflict

differences in personalities/values/styles → hurt feelings & withdrawal

status conflict

who decides & whose role dominates → power struggles & resentment

ladder of inference

• observe something

• add meaning & make assumptions

• jump to conclusions

how can conflict be made productive according to Adam Grant?

• clarify roles of who decides what → avoid status conflict

• state intentions → avoid relationship assumptions

• identify the problem before suggesting solutions → avoid solution aversion

information processing biases/distributed information

people who have information will assume that others are aware of the same information

• more likely to discuss information that everyone knows rather than each person’s unique information

group think

members of a group feel pressure for conformity, highly cohesive groups lose evaluative capacity

conformity/obedience

team member leaves decision up to leader or one with “expertise”, even though they oppose the action or decision

social conformity

conform to perceived group wishes striving to mantain harmony to avoid discomfort or disagreement

risky shift

group tends to voice positions that are more extreme while also diffuses responsibilities which allow members to hide

social loafing/ringlemann effect

when some people do not work as hard in a group as they would individually

how to mitigate team threats

• hold effective meetings

• progress checks/after-action reviews

• deal with free riders (identifiability/social contracting)

psychological safety

positive antidote to team threats, teams work best when people feel safe to speak up & take interpersonal risks