Group Dynamics: Week 5

Chapter 9: Leadership & Chapter 11: Teams

two factor model of leadership

most leaderships are either task leadership or relationship leadership

task leadership

focus on group’s work and goals

relationship leadership

focus on interpersonal relationships within the group.

leadership substitutes theory

factors that eliminate or reduce the need for a leader

great leader theory

leaders possess certain characteristics that distinguish them from regular members

zeitgeist theory

states that history is determined by “the spirit of times” rather than by the actions of great leaders.

trait approach theory

consistent with great leaders theory; emphasis on traits.

situational leadership

consistent with zeitgeist theory; emphasis on situations

interactional leadership

combination of personal and situational qualities when predicting leadership.

the dark triad

machiavellianism, narcissism, psychopathy

babble effect

group members that talk a lot usually become leaders even if the info they share is low quality.

glass ceiling

factors that prevent women from gaining leadership positions.

implicit leadership theory

group members’ assumptions about traits, characteristics that distinguish leaders from members (prototypes)

the prototype matching hypothesis

when someone fits the assumption of someone they look warmly towards them being the leader.

social role theory

sex differences that recognizes that women and men take different roles in a societies.

terror management theory

defend individuals from the emotionally terrifying knowledge that we all die.

leadership grid

grid based on concern for results and concern for people

situational leadership theory

groups benefit from leadership that matches the group’s stage of development

contingency theory

effective leadership depends on the interaction of personal characteristics and the group’s situation (matching their needs)

least preferred coworker scale

measure of the tendency to lead by stressing the task or relationships

leader-member exchange theory

quality of 1-to-1 relationships between leader and sub-ordinate

transactional leadership

leadership that involves contribution of time and effort in the pursuit of collaborative goals in exchange for desired outcomes

transformational leadership

leading others in a way that motivates and inspires them by uniting them using shared goals.

romance of teams

appeal of teams as effective means to increase performance

work teams

provide of produce specialized teams

management teams

solve problems & make decision about day-to-day operations

project teams

given specific task to accomplish in a time limit

advisory teams

studying issues and making recommendations to other individuals or groups.

cross functional teams

project groups composed of people with different expertise

boundary spanners

group role that involves establishing relationships with individuals beyond the group.

multiteam systems

networks of interrelated teams unified by common purposes.

faultlines

divisions that separate members of a heterogenous groups into smaller homogenous groups.

crowdsourcing

obtaining information from large number of individuals

shared mental model

cognitive representations that members of a group have in common pertaining to the group and its members, tasks etc.

transactive memory systems

information to be remembered is distributed to various members of the group who can relied upon to provide that info when needed.

real teams model

embrace shared goals that guide the work of the group and enhance motivation of members.

psychological safety

belief that the group will support the members who take risks and make mistakes.

interpersonal trust

confidence that people will do what they are supposed to even in the absence of surveillance

organizational trust model

assumes people’s trust in others is based on perception of ability and integrity