Groups
Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity
Team
A small group of people working together with a common purpose, performance goals, and mutual accountability
Formal group
A group, headed by a leader, that is established to do something productive for the organization
Informal group
A group formed by people seeking friendship that has no officially appointed leader, although a leader may emerge from the membership
work team
team where there is a clear purpose, permanent and members must give their complete commitment in order for success
project team
team assembled to complete a specific task
Cross-functional teams
A team that is staffed with specialists pursuing a common objective
Self-managed teams
Groups of workers who are given administrative oversight for their task domains
Virtual teams
Teams that work together over time and distance via electronic media to combine effort and achieve common goals
forming, storming, norming, performing, adjourning
tuckmans five stage model
forming
The first of the five stages of forming a team, in which people get oriented and get acquainted
storming
The second of five stages of forming a team in which individual personalities, roles, and conflicts within the group emerge
Norming
stage three, in which conflicts are resolved, lose relationships develop, and unity and harmony emerge
Group cohesiveness
A “we feeling” that binds group members together
Performing
The fourth of five stages of forming a team, in which members concentrate on solving problems and completing the assigned task
Adjourning
the stage in which members of an organization prepare for disbandment
Punctuated equilibrium
Establishes periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives resulting in the establishment and maintenance of new norms of functioning, returning to equilibrium
Collaboration
Act of sharing information and coordinating efforts to achieve a collective outcome
Collaboration
foundation of teamwork
false
t/f getting team members to collaborate is easy
Trust
Reciprocal faith in others’ intentions and behaviors
credibility
what is trust based on
authenticity, logic and empathy
components of trust triangle
Team member interdependence
The extent to which team members rely on common task-related team inputs, such as resources, information, goals, and rewards, and the amount of interpersonal interactions needed to complete the work
Team composition
Reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members
Roles
Sets of behaviors that people expect of occupants of a position
task, maintanance
two types of team roles
task role
Behavior that concentrates on getting the team’s task done
task
role that keeps the team on track
Maintenance role
Relationship-related role consisting of behavior that fosters constructive relationships among team members
Norms
General guidelines or rules of behavior that most group or team members follow
Team processes
Team members’ interdependent acts that transform inputs to outcomes through activities directed toward organizing taskwork to achieve collective goals
Team charter
Outlines how a team will manage teamwork activities
Team reflexivity
A collective process by which members reflect on the team’s objectives, strategies, methods, and processes and adapt accordingly
Team voice
The extent to which team members feel free to express opinions, concerns, proposals, or thoughts about work-related issues
Team charter, reflexivity, voice
three additional team processses
Conflict
Process in which one party perceives that its interests are being opposed or negatively affected by another party
Dysfunctional conflict
Conflict that hinders the organization’s performance or threatens its interests
Functional conflict
Conflict that benefits the main purposes of the organization and serves its interests
inactivity
too little conflict
warfare
too much conflict
personality, envy, intergroup dynamics and cultural differences
4 kinds of conflict
personality conflict
Interpersonal opposition based on personal dislike, disagreement, or differing styles
constructive conflict
conflict that can be very productive
Programmed conflict
Conflict designed to elicit different opinions without inciting people’s personal feelings
avoiding, dominating, integrating, obliging and compromising
five conflict handling styles
avoiding
ignoring or suppressing a conflict
dominating
forcing an outcome
integrating
manager strives to confront the issue and cooperatively identify the problem
Leadership
The ability to influence employees to voluntarily pursue organizational goals
Leadership coaching
The process of enhancing the skills and abilities that a leader needs in order to help the organization achieve its goals
leaders
help create a vision and strategic plan
managers
implementing the vision and plan
Managerial leadership
involves both influencing followers to internalize and commit to a set of shared goals, and facilitating the group and individual work that is needed to accomplish those goals
Power
the ability to marshal human, informational, and other resources to get something done
Personalized power
Power directed at helping oneself
Socialized power
Power directed at helping others
legitimate, reward, coercive, expert, referent and informational
the 6 powers
legitimate
One of five sources of a leader’s power that results from formal positions with the organization
reward
One of five sources of a leader’s power that results from the authority to reward subordinates
Coercive
One of five sources of a leader’s power that results from the authority to punish
Expert
One of five sources of a leader’s power, resulting from specialized information or expertise
Referent
One of five sources of a leader’s power deriving from personal attraction
Informational
Power deriving from one’s access to information
Influence tactics
Are conscious efforts to affect and change behaviors in others
rational persuasion
trying to convince someone with logic and reason
inspirational appeals
trying to build enthusiasm by appealing to others emotions
consultation
getting others to participate in planning, decision making and changes
ingratiation
getting someone in a good mood prior to making a request
personal appeals
referring to friendship and loyalty when making a request or asking a friend for a favor
exchange
making explicit or implied promises and trading favors
coalition tactics
getting others to support your efforts to persuade someone
pressure
demanding compliance or using intimidation
legitimating tactics
basing a request on authrority or right, organizational rules or policies
Trait approaches to leadership
Attempts to identify distinctive characteristics that account for the effectiveness of leaders
Narcissism
A self-centered perspective, feelings of superiority, and a drive for personal power and glory
Machiavellianism
A cynical view of human nature and condoning opportunistic and unethical ways of manipulating people, putting results over principles
Psychopathy
A lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others
cognitive abilities
identify problems and their causes
interpersonal skills
influence and persuade others
business skills
maximize the organizational assets
conceptual skills
draft and orgs mission, vision , strategies and implementation
Behavioral leadership approaches
Attempts to determine the distinctive styles used by effective leaders
Task-oriented leadership behaviors
Ensure that human, physical, and other resources are deployed efficiently and effectively to accomplish the group’s or organization’s goals
Initiating-structure leadership
A leadership behavior that organizes and defines—that is, “initiates the structure for”—what employees should be doing to maximize output
Production-centered leader behaviors
Emphasize the technical or task-related aspects of employees’ roles
Relationship-oriented leadership
Form of leadership that is primarily concerned with the leader’s interactions with his or her people
Consideration
A leadership behavior that is concerned with group members’ needs and desires and that is directed at creating mutual respect or trust
Employee-centered leader behaviors
Emphasize relationships with subordinates and attention to their individual needs
Situational approaches
An approach to leadership where it is believed that effective leadership behavior depends on the situation at hand
Contingency leadership model
A model that determines if a leader’s style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand
leader-member, task structure and position power
three dimensions of situational control
high, low
task oriented style works best in either _____ control or ____ control situations
high control
leaders decisions produce predictable results because they can influence outcomes
low control
leaders decisions cant produce predictable results because they cant influence outcomes
moderate
relationship oriented style works best in situations of _______ control
Path–goal leadership model
Approach that holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support
leader behaviors, employee characteristics, environmental factors and leadership effectiveness
4 parts of path goal model
employee characteristics and environmental factors
what determines leadership effectiveness
Full-range leadership
Approach that suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) “leadership” at one extreme through transactional leadership, to transformational leadership at the other extreme