Teams and Leadership RQ2

Group

Two or more individuals who are connected by and within social relationships

Types of groups

Primary groups Families, close friends

Social Groups Coworkers, Teams, Study Groups

Collectives Audiences, Crowds, Social Movements

Categories Gender, Race, Nationalities

Entitativity

Degree to which people are more likely to be more committed to the group

Teams

A type of social group

Teams are fundamentally groups, but not all groups are teams

Teams are a group of interdependent people and who seek to combine their efforts to achieve a common goal

When are teams appropriate? When Tasks are difficult, complex, or important

Team members also have different KSAs

Task interdependence

How does a team get work done together (team workflow)

Types of teams

Work Teams

Management Teams

Project Teams

Advisory Teams

Nature of tasks that teams complete

Tactical Action oriented (sports teams)

Problem-solving Handle crises (CDC)

Creative Explore possibilities and alternatives (PIXAR)

Characteristics of high performance work teams

Decision authority over how to achieve goals

A compelling purpose, clear objectives, and explicit metrics

A diversity of skills and unambigous roles (members act as leaders)

Streamlined team size (6 or fewer)

Continually raising the performance bar

Support (high performing leader and Performance management systems that encourage high performance - 360 feedback and team outcomes bonuses) and coaching

Equifinality:

when there are multiple ways to measure an outcome (quiz question)

E.g. Productivity

Learning and growth

Developing social relations (cohesion, member satisfaction, team viability)

Integration

Additive tasks

Compensatory tasks

Disjunctive tasks

Conjunctive tasks

Additive tasks Pooled interdependence: painting a house (sum or mean)

Compensatory tasks Team making judgements about temperature in a room (Mean)

Disjunctive tasks The decision of juries (Maximum)

Conjunctive tasks Assembly line work (minimum)

Franz et al 2012

- Synergy occurs when team interaction produces outcomes beyond what individual effort alone would predict.

Actual productivity = Potential productivity − Process losses + Process gains

- Process losses include:

- Unclear roles

- Poor coordination

- Dysfunctional conflict

- Miscommunication

- Social loafing

- Undue influence by particular members

- Process gains may come from:

- Greater member motivation

- Diverse knowledge and perspectives

- Better information sharing

- Improved creativity and idea generation

Team Blockage Questionnaire is one tool for identifying areas that may be limiting effectiveness

Salas et al 2018

- Newer models, such as Input–Mediator–Outcome–Input (IMOI), recognize that teams are dynamic: outcomes and experiences feed back into future team functioning.

- Psychological safety is the shared belief that people can take interpersonal risks—such as asking questions, admitting mistakes, or raising concerns—without fear of ridicule or punishment.

-Leaders can faciltate psych safety by admitting mistakes, inviting honest input, and structured debriefs

3 core competencies

Coordination

Communication

Adaptability

Wang et al. 2019

Leadership Ratings reflect: - Actual leader behavior

- Follower perceptions (e.g., expectations, selective attention, memory, leniency)

- Random measurement error (e.g., fatigue or temporary mood). [1]

- Follower age was generally unrelated to ratings of positive or negative leadership behaviors.

- Female followers tended to rate leaders as slightly more transformational.

- Female followers tended to report slightly less abusive supervision than male followers. [1]

- Commonly controlled demographic and human-capital variables—such as age and job tenure—generally explained little or no variance in leadership ratings.

- In contrast, follower personality characteristics showed more meaningful relationships with leadership ratings:

- Agreeableness, conscientiousness, extraversion, and core self-evaluations were associated with more favorable perceptions of leadership.

- Neuroticism was associated with less favorable perceptions of leadership and greater perceived negative leadership.

- These findings indicate that follower individual differences can shape leadership evaluations rather than merely serving as irrelevant control variables. [1]

- Follower perceptions and measurement error accounted for as much as—or more—variance in leadership ratings than actual leader behavior did. [1]

Dasborough et al

- Different EI components—such as emotion perception and emotion regulation—may be separate abilities or traits rather than evidence of one unified form of “emotional intelligence.”

- They caution against combining loosely related components into a single composite measure and then treating that composite as a coherent construct. [1]

- A central criticism is that many EI measures may overlap heavily with established constructs, including personality, self-efficacy, and cognitive ability.

Judge & Piccolo 2004

Components of transformational leadership

- Idealized influence/charisma: behaving in admirable ways that encourage identification with the leader.

- Inspirational motivation: communicating an appealing vision, optimism, and high expectations.

- Intellectual stimulation: challenging assumptions and encouraging creativity and new ideas.

- Individualized consideration: mentoring, coaching, and attending to individual followers’ needs. [1]

- The authors note that these dimensions are very highly correlated, so they treat them as indicators of one broader transformational-leadership factor. [1]

- The “augmentation” hypothesis proposes that transformational leadership adds value beyond transactional leadership.

Transactional leadership

- Transactional leadership centers on exchanges between leader and follower—followers meet expectations and receive valued rewards in return.

- Its main dimensions are:

- Contingent reward: setting clear expectations and providing rewards when expectations are met.

- Management by exception—active: monitoring for mistakes or problems and correcting them early.

- Management by exception—passive: waiting until problems become serious before intervening. [1]

Found that Transformational Leadership slightly outperformed Contingent reward leadership, though they can both be utilized: dependably providing rewards and inspiring candidates isn’t mutually exclusive.

LMX and predictors and outcomes

Leadership is defined by the relationship the leader has with every follower

Member's competence and performance

Congruence of values, attitudes

Outcomes: Higher job satisfaction

Stronger org commitment

Mental health

lower turnover intention

Superior job performance

Greater career success

Engagement

Power and it’s sources

The capacity to influence the attitudes and behavior of people in the desired direction.

Positional

Legitimate

Reward

Coercive

Informational

Personal:

Reference

Expert

Styles of followers: depends on two variables

Thinking style Independent, critical thinker or dependent, uncitical thinker

Level of engagement Active in org or passive in org

5 styles of followers

Alienated follower

Conformist

Pragmatic survivor (both as needed)

Passive follower

Effective follower

Multifactor leadership questionnaire (with 9 dimensions) assesses

Transformational leadership

EI

EI can't be measured the way other constructs can be, because it's subjective. There's problems with incremental validity tests (doesn't add more validity to personality) and meta analysis because people are measuring different things.

It's a rebranding of different elements of personality (emotional regulation, etc.)

Consequences of transformational leadership (positive and negative)

Transformational leaders make followers more aware of the importance and value of the work and induce followers to transcend self-interest for the sake of the organization.

Detriments to leaders Increases emotional exhaustion

Increases subsequent leader turnover intentions

Detriments to subordinates Stress

Burnout

Detriments to the organization Excessive competition among subunits which can result in a decline in org effectiveness

3 Attributions of charisma

are the result of an interactive process between leader, followers, and the situation.

Group Characteristics

Composition Who belongs to the group?

Boundaries Who does not belong?

Size How large is the group?

Interaction What do members do when they are in groups?

Interdependence Do the members depend on and influence each

other?

Structure How is the group organized?

Goal What is the group’s purpose?

Origin Formed or emergent?

Unity

(Cohesion & Entitavity)

How cohesive is the group?

Does the group look like a group (entitavity or

single entity)?