Teams, Power, Leadership, and Organizational Culture

Flashcards covering team characteristics, power and influence, leadership theories, and organizational culture based on the lecture transcript.

Teams

Groups of 3 or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.

Process Gains

When the achievement of team outcomes is greater than one would expect based on the individual capabilities of team members.

Process Loss

When the achievement of team outcomes is less than what would be expected based on the individual capabilities of team members.

Work Team

A type of team designed to produce a good or provide a service.

Management Team

A team that works to integrate the activities of subunits across a business.

Parallel Team

A team that provides recommendations and resolves issues.

Project Team

A team organized to produce a one-time output.

Action Team

A team that performs complex tasks that vary in duration and take place in highly visible or challenging circumstances.

Task Interdependence

The degree to which team members interact with and rely on other team members for information or resources.

Pooled Interdependence

A form of task interdependence where everyone contributes individually.

Sequential Interdependence

A form of task interdependence where work leads to the next member's work in a specific order.

Reciprocal Interdependence

A form of task interdependence where work flows between mini teams and is then connected.

Comprehensive Interdependence

A form of task interdependence where everyone contributes collaboratively.

Goal Interdependence

The degree to which team members have a shared vision of the team’s goal and align their individual goals with that vision.

Outcome Interdependence

The degree to which team members share in their rewards, consequences, and outcomes.

Team Member Roles

A pattern of behaviour a person generally engages in as part of a team.

Task Roles

Behaviours directly responsible for facilitating the accomplishment of tasks.

Building Roles

Behaviours that influence the quality of the team’s social climate.

Individualistic Roles

Behaviours that promote self-gain rather than the team's goals.

Additive Task

A type of task where performance is based on the sum or average of individual abilities.

Disjunctive Task

A type of task where performance depends specifically on the top performer.

Conjunctive Task

A type of task where performance is based on the lowest performer.

Surface-level Diversity

Visible differences among team members.

Deep-level Diversity

Invisible differences among team members, such as values or beliefs.

Fault-lines

Occur when people group with those who share surface-level differences.

Similarity-Attraction Approach Theory

The theory that people see those who are like themselves more favorably as it requires less effort.

Value in Diversity Problem Solving Approach Theory

The theory that a larger pool of knowledge results in better outcomes.

Forming

The first stage of team development where members begin interacting and working out expectations.

Storming

The second stage of team development where conflict occurs as personal agendas arise.

Norming

The third stage of team development where the group resolves conflict and begins working as a cohesive unit.

Performing

The fourth stage of team development where confidence grows as production continues.

Adjourning

The final stage of team development where the group dissolves.

Punctuated Equilibrium

A development pattern involving forming and pattern creation, inertia, process revision, and then more inertia.

Taskwork Process

The activities of members that relate directly to the accomplishment of team tasks, such as creative behavior and decision making.

Teamwork Process

Interpersonal activities that promote task accomplishment, including transition, action, and interpersonal processes.

Cohesion

A team state where members develop strong emotional bonds to one another and the team itself.

Potency

A team state where members are collectively confident in their mutual ability.

Mental Models

A team state where members share a common understanding.

Transactive Memory

A team state where specialized knowledge is distributed among individual members.

Team Viability

The degree to which people would like to stay together as a team.

Power

The ability to influence the behaviour of others and resist unwanted influence in return.

Legitimate Power

Organizational power based on formal authority.

Reward Power

Organizational power based on the ability to provide rewards.

Coercive Power

Organizational power based on the ability to use threats or punishment.

Expert Power

Personal power based on expertise or specialized knowledge.

Referent Power

Personal power based on a person’s attractiveness, charisma, and the desire of others to comply with them.

Low Substitutability

A contingency of power where there is a lack of available alternatives.

High Discretion

A contingency of power regarding the right to make a decision.

High Centrality

A contingency of power regarding the level of dependence on an individual to accomplish a task.

High Visibility

A contingency of power regarding the awareness others have of an individual's power.

Influence

The use of power to cause behavioural or attitudinal changes in others.

Rational Persuasion

An influence tactic using logical arguments through evidence and facts.

Consultation

An influence tactic where the target is allowed to participate in deciding how to implement a request.

Inspirational Appeals

An influence tactic appealing to one’s values and ideals to create an emotional reaction.

Collaboration

An influence tactic where the influencer makes it easier for the target to complete a request.

Ingratiation

An influence tactic using flattery, compliments, or friendly behaviour.

Personal Appeals

An influence tactic making a request based on a pre-existing relationship and loyalty.

Apprising

An influence tactic explaining how compliance will benefit the target personally.

Pressure

An influence tactic using coercive power by threatening or demanding compliance.

Coalitions

An influence tactic that enlists others to influence a target.

Exchange

An influence tactic where a requester offers a reward in exchange for compliance.

Internalization

A response to influence where the target agrees with and becomes committed to the request.

Compliance

A response to influence where the target is willing to perform the request but does so with indifference.

Resistance

A response to influence where the target is opposed to the request and avoids performing it.

Empathy Deficit

An inability or struggle to recognize, understand, or relate to the emotions of others, which can be caused by power changes.

Relationship Conflict

A clash of personalities between individuals.

Task Conflict

A disagreement over goals or outcomes.

Process Conflict

A disagreement over how to complete a task.

Status Conflict

A disagreement over who gets credit or who is in charge.

Competiting

A conflict resolution approach that is high in assertiveness and low in cooperation (Win-Lose).

Avoiding

A conflict resolution approach that is low in assertiveness and low in cooperation (Lose-Lose).

Accommodating

A conflict resolution approach that is low in assertiveness and high in cooperation (Lose-Win).

Collaborating

A conflict resolution approach that is high in assertiveness and high in cooperation (Win-Win).

Compromising

A conflict resolution approach where both parties give and take through concessions.

Negotiation

A process in which two or more interdependent individuals discuss and attempt to come to an agreement.

Distributive Bargaining

A negotiation strategy based on a 'fixed pie' where one party wins and the other loses.

Integrative Bargaining

A negotiation strategy intended for mutual gains through the opportunity to create value and increase assets.

Leadership

The use of power and influencing behaviours to direct the activities of followers toward shared goal achievement.

Leader Effectiveness

The degree to which actions result in the achievement of a particular goal with continued commitment.

Transformational Leadership

A framework where followers are motivated by inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration.

Inspirational Motivation

Fostering enthusiasm and conveying a sense of belonging so followers understand why to do the work.

Idealized Influence

Behaving in ways that earn admiration and respect while setting ethical and moral standards.

Trust

The willingness to be vulnerable to an authority based on positive expectations.

Distributive Justice

Perceptions that the outcomes of decisions are fair and equitable, including equity, need, and equality.

Procedural Justice

Perceptions that the process and procedures that led to a decision are fair, characterized by voice and correctability.

Interpersonal Justice

Perceptions that one is treated with respect and propriety.

Informational Justice

Perceptions that one receives accurate, adequate, and timely information regarding procedures and decisions.

Intellectual Stimulation

Challenging followers to be innovative and creative by questioning assumptions.

Individualized Consideration

Helping followers achieve their potential through coaching, mentoring, and personalized relationships.

Abusive Leadership

The sustained display of hostile verbal and non-verbal behaviours intended to break people down.

Passive Leadership

A non-responsive approach to leadership, often veiled as a hands-off approach.

Laissez-faire

A type of non-management characterized by avoiding work.

Reward Omission

The absence of reward or recognition in response to good performance.

Punishment Omission

The absence of punishment or feedback in response to poor performance.

Peter Principle

The concept of being promoted until one reaches a level of incompetence.

Organizational Culture

Shared social knowledge within an organization regarding the rules, norms, and values that shape employee attitudes and behaviours.

Observable Artifacts

Aspects of culture that can be seen or talked about, such as symbols, jargon, stories, and rituals.

Espoused Values

The beliefs, philosophies, and norms that an organization explicitly states, such as mission statements.

Assumptions & Beliefs

Taken-for-granted philosophies that employees act on rather than think about.

Decoupling

A gap that occurs when espoused values do not align with enacted behaviours.