Leadership Exam 2

**Similarities between Groups and Teams

1. Mutual Interaction

2. Reciprocal Influence

Motivation

Anything that provides (1) direction, (2) intensity, or(3) persistence to behavior.

▪ Direction: choosing an activity or task to engage in

▪ Intensity: level of effort put forth toward the activity

▪ Persistence: length of time effort is expended• Motivation is not observable, so it must be inferred from behavior.

Performance

Behaviors directed toward a firm's mission or goals or the products and services resulting from those behaviors

Effectiveness

involves making judgments about the adequacy of behavior with respect to certain criteria.

Job satisfaction

How much one likes a specific kind of job or work activity.

• Satisfied workers engage in organizational citizenship behaviors.

▪ Organizational citizenship behaviors: Behaviors not directly related to one'sjob but helpful to others at work

Employee Engagement

Extent to which people are absorbed with, committed to, and enthusiastic about their assigned work tasks.

▪ Form of productivity.

▪ Elements of job satisfaction and motivation

Relationships between motivation, satisfaction, engagement, performance, and effectiveness

Motivation does not ensure performance or effectiveness

Higher motivation will usually affect performance only if followers already have the abilities, skills, and resources to get the job done.

Satisfaction and engagement increase when people accomplish a task, particularly when the task requires a lot of effort.

Performance is not always higher among more satisfied workers

Employee engagement has strong relationship with job performance and effectiveness

What are organizational citizenship behaviors? What kind of employees are more likely to engage in organizational citizenship behaviors?

Organizational Citizenship Behaviors (OCBs) are voluntary actions that go beyond an employee's job description to benefit the organization, while employees who are intrinsically motivated, conscientious, and have a positive attitude are more likely to engage in them.

**What are the five general approaches to motivation discussed in the textbook?

Motives or needs- Satisfy needs to change behavior

Achievement orientation- Possession of certain personality traits affects behavior

Goal setting- Set goals to change behavior

Operant approach- Change rewards and punishments to change behavior

Empowerment- Give people autonomy and latitude to increase their motivation for work

What is Maslow's Hierarchy of Needs? How is Maslow's Hierarchy of Needs related to motivation?

Maslow posited that people were motivated by five basic needs:

• Need to survive physiologically.

• Need for security.

• Need for affiliation (belongingness).

• Need for self-esteem.

• Need for self-actualization.

What are the three needs that drive employees who perform complex, non-routinework?

1. Autonomy

• Concerned primarily with making choices.

• Freedom to work on things they find interesting or to work in ways that make sense to them

2. Mastery

• Helping followers develop those skills that will enable them to perform at higher levels.

• Leaders need to set clear expectations for job performance, assess the capabilities of followers, and then provide the training needed to acquire and improve critical skills.

3. Meaning

• Doing something that matters, having an impact, being a part of something bigger than oneself

• Leaders should point out how the tasks and activities performed by followers make a difference to consumers or to the organization.

What is achievement orientation? What OCEAN personality trait is it most closely aligned with?

a person's tendency to exert effort toward task accomplishment depends partlyon the strength of his or her personal motivation to achieve success

it is most closely aligned with conscientiousness

**What are the important aspects of goal setting? What are the characteristics of well-defined goals?

• Goals that were both specific and difficult resulted in consistently higher effort and performance when contrasted to "do your best" goals.

• Goal commitment is critical.

Pygmalion Effect

• Occurs when leaders express high expectations for followers

• Expectations alone can lead to higher-performing followers and teams.

• Example: Remember the Titans

Golem Effect

• Occurs when leaders have little faith in their followers' ability to accomplish a goal

• Expectations result in a self-fulfilling prophecy and low performance

• Example: Air Force Academy study

What is the operant approach to motivation?

Utilizes the following methods to change the direction,intensity, or persistence of behavior:

• Reward: Consequence that increases the likelihood that a particular behavior will be repeated

• Punishment: Administration of an aversive stimulus or the withdrawal of something desirable to decrease the likelihood of repeating a particular behavior

What are contingent and noncontingent rewards and punishments?

• Contingent rewards and punishments are administered as consequences of a particular behavior

• Noncontingent rewards and punishments are not associated with particular behaviors

What is empowerment? What are the two key components of empowerment?

authority or power given to someone to do something.

1. Delegation: Leaders who wish to empower employees should delegate leadership anddecision making down to the lowest level possible.

• Employees are often the closest to the problem and have the most information, and as such can often make the best decisions.

2. Development: Leaders should equip followers with the resources, skills, and knowledge necessary to make good decisions

What is the relationship between employee satisfaction and turnover?

higher satisfaction generally leads to lower turnover rates, and vice versa.

What are the two types of turnover?

Functional turnover

• Considered healthy for an organization

• Examples: When employees retire, do not fit into theorganization, or are substandard workers.

Dysfunctional turnover

• Occurs when an organization's best and brightest employees become dissatisfied and leave.

• Most likely to occur when local economy is good and jobs areplentiful.

• Also occurs when downsizing is the response to organizational decline. This is devastating because the individuals who are in the best position to turn the company around are no longer there and those who remain are less capable of dealing with the additional workload.

What are the three types of satisfaction questions on job satisfaction surveys?

Global satisfaction question- Assesses the overall degree to which employees are satisfied with their organization and their job

Facet satisfaction question- Assesses the degree to which employees are satisfied with different aspects of work, such as pay, benefits, promotion policies, and working hours and conditions.

Life satisfaction question- Concerns a person's attitudes about life in general.

What are the three components of organizational justice?

Interactional Justice- Reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect.

Distributive Justice- Concerns followers' perceptions of whether the level of reward or punishment is proportionate to an individual's performance or infraction.

Procedural Justice- Relates to the process that rewards and punishments are administered.

According to Herzberg's two-factor theory, how are motivators and hygiene factors defined? What are examples of hygiene factors and motivators?

Motivators

• Factors that lead to satisfaction at work

Achievement, Recognition, The work itself, Responsibility, Advancement and Growth

Hygiene Factors

• Factors that lead to dissatisfaction at work.

• Efforts directed toward improving hygiene factors will not increase followers' motivation or satisfaction

Supervision, Working Conditions, Coworkers, Pay, Policies and Procedures, Job Security

Presenteeism

Notion of being at work while one's brain is not fully engaged.

**What are the three components of the performance management cycle?

Planning

-Understanding the team's or organization's goals,

- Understanding the role followers need to play in goal accomplishment,

- Understanding the context in which followers operate, and• Understanding the behaviors they need to exhibit for the team to be successful

Monitoring

- Tracking follower performance,

- Sharing feedback on goal progress, and

- Providing needed resources and coaching

-Providing summary feedback on job performance to followers

Differentiation

overall difference between a company's best and worst performers

meritocracy

is the notion of a political system in which economic goods or political power are vested in individual people based on ability and talent, rather than wealth or social class.

Criterion contamination

when effectiveness measures are affected by factors unrelated to follower performance.

• Situational factors that could affect effectiveness measures include changes in the local economy, media reports, new competitors, regulatory changes, staff turnover

Force Multiplier

someone who makes the rest of the team better.

Often possesses a work ethic that sets a high bar for performance

Willingly helps others

Coaches and trains teammates

Makes the team run smoother and be more effective

Team Killer

individuals who inhibit rather than enhance overall team effectiveness

May be criticizers, slackers, or individuals who are difficult to get along with

Refuse to do their share of the work

Take shortcuts, lie, cheat, steal, or engage in unethical behavior

** Similarities between Groups and Teams

1. Mutual Interaction

2. Reciprocal Influence

** Differences between Groups and Teams

• Team members have a stronger sense of identification amongthemselves than group members do.

• Teams have common goals or tasks, whereas group members maynot have the same degree of consensus about goals that teammembers do.

• Task interdependence is greater with teams than with groups.

• Team members have more differentiated and specialized roles thangroup members.

**Differences only reflect matters of degree. Teams may be consideredhighly specialized groups

Reciprocal Influence

-Leaders and followers influence each other.

-Group members interact and influence eachother.

What are the implications of a group's size?

1. Leader emergence is partly a function of group size.

The greater the number of people in a large group vs. a small group will affect the probability that any individual is likely to emerge as leader.

2. As group size increases, cliques are more likely to develop.

3. Affects a leader's behavioral style.

• Leaders with a large span of control tend to be more directive, spend less time with individual subordinates, and use impersonal approaches when influencing followers.

• Leaders with a small span of control tend to display more consideration and use personal approaches when influencing followers.

4. Affects group effectiveness.

• Group size should be "just big enough to get the job done."

What are the four stages in Tuckman's Stages of Group Development?

Forming

Storming

Norming

Performing

Forming

Characterized by polite conversation, the gathering ofsuperficial information about fellow members and the task, andlow trust.

Storming

Marked by intragroup conflict, heightened emotional levels, and status differentiation as remaining contenders struggle to build alliances and fulfill the group's leadership role.

Norming

Characterized by the clear emergence of a leader and the development of group norms and cohesiveness

Performing

Marked by group members that play functional, interdependent roles that are focused on the performance of group tasks.

What is Gersick's Punctuated Equilibrium Model?

• Teams do not necessarily jump right inand get to work.

• Spend the initial months trying out various ideas and strategies.

• Experience the equivalent of a midlifecrisis midway into the project.

• There is a flurry of activity and are examination of the strategy to see if it will allow them to complete their work.

• Project work tends to become more complex after the midpoint.

What are the four ways role conflict can occur?

• Intrasender role conflict: Same person sends mixedsignals.

• Intersender role conflict: Receiving inconsistent signals from several others about expected behavior.

• Interrole conflict: Inability to perform one's roles as well as one would like.

• Person-role conflict: Violation of a person's valuesby role expectations.

Group Norms

Informal rules groups adopt to regulate and regularize group members' behavior.

What are the disadvantages of group cohesion?

• Overbounding: Tendency to erect what amount to fences or boundariesbetween themselves and others.

Ex: Workers in product development environments may be so concerned with theft of theirintellectual capital that they shut themselves off from other departments within their own organization - leading to reduced idea flow, creativity, and use of resources.

• Groupthink: People in highly cohesive groups often become more concerned with striving for unanimity than objectively appraising different courses of action.

• Ollieism: Occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders

What are the advantages of group cohesion?

• Highly cohesive groups interact with and influence each othermore than less cohesive groups do.

+ Have lower absenteeism and lower turnover, which can contribute to higher group performance.

+ Greater cohesiveness does not always lead to higher performance.

+ May sometimes develop goals contrary to the larger organization's goals.

Groupthink

People in highly cohesive groups often become more concerned with striving for unanimity than objectively appraising different courses of action

Characteristics of groupthink

• An illusion of invulnerability, which leads to unwarranted optimism and excessiverisk taking

• Unquestioned assumption of the group's morality and therefore an absence of reflection on the ethical consequences of group action.

• Collective rationalization to discount negative information or warnings.

• Stereotypes of the opposition as evil, weak, or stupid.• Self-censorship by group members from expressing ideas that deviate from the group consensus due to doubts about their validity or importance.

• An illusion of unanimity such that greater consensus is perceived than really exists

• Direct pressure on dissenting members, which reinforces the norm that disagreement represents disloyalty to the group.

• Mind guards who protect the group from adverse information

Reducing groupthink

1. Leaders should encourage all group members to take on the role ofcritical evaluator, airing doubts and objections. This includes theleader's willingness to listen to criticisms of their own ideas.

2. Leaders should create a climate of open inquiry through their ownimpartiality and objectivity. At the outset, leaders should refrain fromstating personal preferences or expectations that may bias groupdiscussion.

3. Leaders should establish independent groups to make recommendations on the same issue.

4. At least one member of the group should be assigned the role ofdevil's advocate - an assignment that should rotate from meeting tomeeting.

**Differences between Groups and Team

• Team members have a stronger sense of identification amongthemselves than group members do.

• Teams have common goals or tasks, whereas group members maynot have the same degree of consensus about goals that teammembers do.

• Task interdependence is greater with teams than with groups.

• Team members have more differentiated and specialized roles thangroup members.

**Differences only reflect matters of degree. Teams may be considered highly specialized groups.