Organizational Behavior

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PowerPoint Presentation
to accompany
Organizational Behavior 11th Edition
Don Hellriegel and John W. Slocum, Jr.
Chapter 9Leading Effectively Contemporary
Developments
Prepared by Argie Butler Texas AM University
2
Learning Objectives for Leading Effectively
Contemporary Developments

• State the characteristics of transactionalleader
  ship.

• Describe the features of charismaticleadership.

• Discuss the attributes of authenticleadership.

• Explain the nature of transformationalleadership.

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Transactional Leadership Interrelated Components
Providescontingentrewards
Emphasizes passive management by exception
Transactional Leadership
Exhibitsactive managementby exception
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Practices of Effective Transactional Leaders

• They ask What needs to be done?

• They ask What is right for the organization?

• They develop action plans.

• They take responsibility for decisions.

• They take responsibility for communicating.

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Model of Charismatic Leadership (Figure 9.1)
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Implications for Leaders

• Gains power because their followers identify with
  them

• Rare in business

• Communication competency is critical

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Model of Authentic Leadership (Figure 9.2)
Source Based on Avolio, B.J., Gardner, W.L.,
Walumbwa, F.O., Luthans, F., and May, D.R.
Unlocking the mask A look at the process by
which authentic leaders impact follower attitudes
and behaviors. Leadership Quarterly, 2004, 15,
801-823.
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Implications for Leaders

• Influence followers attitudes and behaviors
  through identification, hope, trust, positive
  emotions, and optimism.

• Knows oneselfstrengths and limitations

• Ethics and open communication are central

• Focus on being a servant to followers and other
  stakeholders

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Model of Transformational Leadership (Figure 9.3)
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Inspirational Motivation

• Displays great enthusiasm and optimism

• Gets followers involved in and committed to a
  vision

• Inspires others by what they say and do

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Intellectual Stimulation

• Urges followers to question assumptions,explore
  new methods and ideas, and takenew approaches to
  old situations

• Actively seeks out new ideas and
  creativesolutions from followers

• Doesnt criticize followers ideas just
  becausethey differ from those of the leader

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Intellectual Stimulation (Continued)

• Relatively high tolerance for mistakes madeby
  conscientious followers

• Focuses on the what in problems ratherthan the
  who to blame

• Willing to abandon systems and practicesthat are
  no longer useful

• Views risk taking as necessary and desirablefor
  long-term development and success

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Idealized Influence

• Often considers the needs and interests of their
  followers before their own

• May willingly sacrifice personal gain

• Can be trusted

• Demonstrate high ethical and moral standards

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Idealized Influence (Continued)

• Can be very direct and challenging to some
  followers and empathetic and supportive of others

• Minimizes the use of power for personal gain

• Uses all power sources to move individuals and
  teams toward a vision and its goals

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Individualized Consideration

• May act as coach, mentor, teacher, facilitator,
  confidant,and counselor

• Embraces and rewards individual differences to
  enhancecreativity and innovation

• Encourages open dialogue with followers

• Empowers followers to make decisions

• Monitors followers to determine if they need
  additionalsupport or direction

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Implications for Leaders

• Needed more than ever at all levels

• Encourages reasonable risk taking

• Knows when to reject traditional ways of doing
  things

• Vital to handling difficult and complex
  organizational threats, opportunities, and
  weaknesses

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PowerPoint Presentation to accompany
Organizational Behavior 11th Edition
Don Hellriegel and John W. Slocum, Jr.
Chapter 10Developing and Leading Teams
Prepared by Argie Butler Texas AM University
18
Learning Objectives for Leading and Developing
Teams

• State the basic characteristics of groups,
  including informal groups.

• Describe the attributes of six types of
  work-related teams.

• Explain the five-stage model of team development.

• Describe seven key factors that influence team
  effectiveness.

• Explain how team creativity can be stimulated
  through the nominal group technique, traditional
  brainstorming, and electronic brainstorming.

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Features of Informal Groups

• Informal group goals and formal organizational
  goals are not necessarily related

• Often meet their members social and security
  needs

• May exercise undesirable power over individual
  members from the perspective of higher management

• May exhibit both positive and negative
  characteristics

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Characteristics of Effective Groups

• Members of effective groups

• Know why the group exists and have shared goals

• Support agreed upon decision-making guidelines or
  procedures for making decisions

• Communicate freely among themselves

• Help each other

• Deal with conflict within the group

• Diagnose and improve individual and group
  processes and functioning

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Common Types of Work-Related Teams (Figure 10.1)
Functional
Virtual
Problem-Solving
GlobalTeams
Self-Managed
Cross-Functional
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Brief Definitions of Types of Work-Related Teams

• Functional team

• Members work together daily on similar tasks and
  must coordinate their efforts

• Problem-solving team

• Members focus on a specific issue, develop
  potential solution, and often are empowered to
  take action

• Cross-functional team

• Members from various work areas who identify and
  solve mutual problems

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Brief Definitions of Types of Work-Related Teams
(continued)

• Self-managed team

• Highly interdependent and empowered members who
  must work together effectively daily to
  manufacture an entire product (or major
  identifiable component) or provide an entire
  service to a set of customers.

• Virtual team

• Members who collaborate through various
  information technologies on one or more tasks
  while located at two or more locations.

• Global team

• Members from a variety of countries who are,
  therefore, often separated significantly by time,
  distance, culture, and native language.

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When Is Team Problem Solving Likely to be
Superior to Individual Problem Solving?

• Greater diversity of information, experience,
  andapproaches is important to the task

• Acceptance of decisions is crucial for
  effectiveimplementation

• Participation is important for reinforcing the
  valuesof representation and demonstrating respect

• Team members rely on each other in
  performingtheir jobs

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Characteristics of Team Empowerment
Potency
Impact
Meaningfulness
Empowerment
Autonomy
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Examples of Managerial Tasks That May be
Performed by Self-Managed Teams

• Work and vacation scheduling

• Ordering materials

• Deciding on team leadership

• Setting key team goals

• Hiring replacements for departing team members

• Sometimes evaluating each others performance

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Conditions for Use of Empowered Self-Managed Teams

• Is the organization fully committed to aligning
  all management systems with the teams?

• Are organizational goals and the expected team
  results clearly specified?

• Will the teams have access to the resources they
  need for high performance?

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Conditions for Use of Empowered Self-Managed
Teams (continued)

• Will team members carry out interdependent tasks?

• Do employees have the necessary maturity levels?

• Are employee competency levels sufficient for
  handling increased responsibility and, if not,
  will training lead to the needed competencies?

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Core Features of Virtual Teams

• Goals

• Clear, precise, and mutually agreed upon goals
  are the glue that holds a virtual team together

• People

• Everyone needs to be autonomous and self-reliant
  while simultaneously working collaboratively with
  others

• Technological links

• Virtual teams can function with simple or more
  complex information technologies

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Stages of Team Development
Mature (efficient, effective)
Group Maturity
Failure
Immature (inefficient, ineffective)
Failure
Failure
Forming
Storming
Norming
Performing
Adjourning
Stage
Source Adapted from Tuckman, B.W., and Jensen,
M.A.C. Stages of small-group development
revisited. Group and Organization Studies, 1977,
2, 419-442 Komanski, C. Team interventions
Moving the team forward. In J. Pfeiffer
(ed.), The 1996 Annual Volume 2 Consulting. San
Diego Pfeiffer and Company, 1996, 19-26.
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Potential Team Dysfunctions in Performing Stage

• Groupthink

• Illusion of invulnerability

• Direct pressure to suppress dissent

• Self-censorship

• Shared illusion of unanimity

• Free Riding

• Absence of Trust

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Team Context
Type of Technology
OrganizationalRewardsandPunishments
PhysicalWorkingConditions
ExternalConditions
ManagementPractices
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Goals

• Team Goals

Outcomes desired by the team as a whole, not
just goals of the individual members

• Compatible and conflicting goals often exist
  within a team

• Use of superordinate goals

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Team Member Roles and Diversity

• Task-oriented role

• Initiating new ideas, seeking information, giving
  information, coordinating, and evaluating

• Relations-oriented role

• Encouraging members, harmonizing and mediating,
  encouraging participation, expressing standards,
  and following

• Self-oriented role

• Blocking progress, seeking recognition,
  dominating, and avoiding involvement

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Team Diversity
Attitudes involving stereotypical false
assumptions about team diversity

• Diversity poses a threat to the organizations
  effective functioning.

• Expressed discomfort with the dominant groups
  values is perceived as oversensitivity by
  minority groups.

• Members of all groups want to become and should
  be more like the dominant group.

• Equal treatment means the same treatment.

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Norms
Rules and patterns of behaviors that are accepted
and expected by members of a team

• Conforming to norms

• Compliance conformity

• Personal acceptance conformity

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Cohesiveness
Strength of the members desire to remain in a
team and their commitment to it

• Low cohesiveness is usually associated with low
  conformity

• High cohesiveness may be associated with either
  high or low conformity

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Leadership in Teams

• Informal leaders are important in determining
  whether a team accomplishes its goals

• Multiple leaders may exist in a team because it
  has both relations-oriented and task-oriented
  goals

• Effective team leaders influence virtually all
  the other factors that affect team behaviors

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Stimulating Team Creativity

• Nominal group technique

• A structured process used where there is
  disagreement or incomplete knowledge

• Traditional brainstorming

• Individuals state as many ideas as possible
  during a short time period

• Electronic brainstorming

• Uses collaborative software technology to
  facilitate involvement of all team members in
  idea generation

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Stages of the Nominal Group Technique (NGT)
OutcomeofSession
VotingonIdeas
ClarifyingIdeas
RecordingIdeas
Generating Ideas
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Guidelines for Traditional Brainstorming
Wilder the Ideas the better
Quantityis Wanted
No CriticismAllowed
Brainstorming
Hitchhike on or Combine previously stated ideas