1. Consider the different leadership styles outlined in this chapter 3 of the textbook. What are some of the representative behaviors associated with each style of leadership? What are some of the benefits and drawbacks to each particular style?
2. What skills, behaviors, and personality traits are common to transformational leaders? How does this leadership style affect their teams, and how are those results different from those of a transactional leadership style?
3. Do the moods and emotions of people around you influence your emotional state? How do you "catch" other people's emotions and "spread" your emotions? Why is this process called emotional contagion?
4. How do people who work together as a team mutually shape one another's behavior?

All the questions have to be answered in paragraph formate and APA cites

Kindle Classic File Edit View Go Tools Help GO Q 9 Thu Sep 5 6:58PM shauna's Kindle for Mac 2 - Making the Team Library Show Notebook Home - Welcome to Charter y! Yahoo! SU Lou... C 202... Module . Table of Contents Chapter 3 . Leading Teams 59 e : Page Q e: Thursday, September 5, 2024, 1 Brief Contents Country Club Team HIGH Manager Manager (High People - Low Task) High People - High Task) Contents spond to the questions in the foru Middle of Road Manager Preface ( Medium People and Task) see other responses from your gro People Concern Focus on work outpu sponses by Thursday and at least Part 1 Building the Team as well as employee morale Consider the different leadership st Chapter 1 TYPES OF TEAMS mpoverished Authority-Obedience LOW Manager Manager (Low People - Low Task) (Low People - High Task) some of the representative behavio Chapter 2 DESIGNING THE TEAM some of the benefits and drawback Task Concern LOW HIGH What skills, behaviors, and persona Chapter 3 LEADING TEAMS Exhibit 3-3 Managerial Grid Based on Blake, R.R., & Mouton, J.S. (1964). The managerial grid. does this leadership style affect the Leadership Versus Management Houston, TX: Gulf, @ Leigh L. Thompson. of a transactional leadership style? transactional. The corporate world and popular business presses have coined even more The Leadership Paradox varieties of leadership-often branding them with a particularly influential individual's Do the moods and emotions of ped name, such as the "Jack Welch lexicon of leadership" or the "Warren Buffet CEO."48 Consider the following leadership styles as choices leaders can make. you "catch" other people's emotions Leaders and the Nature-Nurture Debate TASK VERSUS PERSON LEADERSHIP emotional contagion? Leaders vary in terms of how much they focus on the people (relationships) and the Leadership Styles task."(See Exhibit 3-3.) Task-oriented leaders focus on accomplishing the objectives How do people who work together of the team; relationship-oriented leaders focus on the people. Person-focused leaders allow members of their team more freedom in their work, permit team members to use Task Versus Person Leadership their own judgment in solving problems, and grant members authority. Conversely task-oriented leaders typically act as the spokesperson of their group, push for more adline: Your initial response is due work and higher production, and determine what should be done and how it should be accomplished. Ideally, leaders who focus on getting the work done and supporting sponses to two of your classmates Transactional Versus Transformational Leade... 47Krames, J. A. (2001). The Jack Welch lexicon of leadership: Over 250 terms, concepts, strategies & initiatives of the Autocratic Versus Democratic Leadership legendary leader. New York: McGraw-Hill. e rubric below outlines the expect 48 Miles, R. P., & Osborne, T. (2001). The Warren Buffett CEO: Secrets of the Berkshire Hathaway managers. New York: John Wiley & Sons. In towards the overall course grad Leader Mood 49 Blake, R.R., & Mouton, J.S. (1964). The managerial grid. Houston, TX: Gulf. 50 Sergiovanni, T.J., Metzcus, R., & Burden, L. (1969). Toward a particularistic approach to leadership style: Some finds. American Educational Research Journal, 6, 62-79. iteria Exemplary (3) Expectations of Leaders 14% Page 59 of 459 . Location 1576 of 11946 ality of Posts The student responds Dray anu urop Images or upload SEP 5 tv ali 4 zoom WKindle Classic File Edit View Go Tools Help GO Q 9 Thu Sep 5 6:59PM ... shauna's Kindle for Mac 2 - Making the Team Library Show Notebook Home - Welcome to Charter y! Yahoo! SU Lou... C 202... Module . Table of Contents 60 Part 1 . Building the Team : Page Q their people are team leaders. Leaders who are accountable are more team-oriented, particularly when they identify with their team. $1 e: Thursday, September 5, 2024, 1 Brief Contents TRANSACTIONAL VERSUS TRANSFORMATIONAL LEADERSHIP Contents The transactional versus transformational paradigm views leadership as either a matter of contingent reinforcement of followers or the moving of followers beyond their self- spond to the questions in the foru interests for the good of the team, organization, or society. Transformational leader- Preface ship (TFL) is developmental and usually begins with a transactional approach. At a see other responses from your gro basic level, leaders and their teams are in an exchange relationship that involves negotia- tion to establish outcomes and rewards." A psychological contract is a person's belief sponses by Thursday and at least Part 1 Building the Team in mutual obligations between that person and another party, such as an employer or leader. $4 In contrast, transactional leadership depends on the leader's power to reinforce Consider the different leadership st Chapter 1 TYPES OF TEAMS subordinates (team members) for their successful completion of the bargain (task). However, this type of leadership sets up a competitive relationship: "If you limit yourself to transactional leadership of a follower with rewards of carrots for compliance, or pun- some of the representative behavio ishments with a stick for failure to comply with agreed-on work to be done by the fol- Chapter 2 DESIGNING THE TEAM lower, the follower will continue to feel like a jackass."$5 some of the benefits and drawback ADVANTAGES Transformational leaders motivate their teams to work toward goals that What skills, behaviors, and persona Chapter 3 LEADING TEAMS go beyond immediate self-interest, and motivate their teams to do more than they origi- nally expected to do as they strive for higher-order outcomes. In an investigation of does this leadership style affect the the performance of 118 R&D project teams from five companies, transformational lead- Leadership Versus Management ership predicted technical quality, schedule performance, and cost performance 1 year later, and profitability and speed-to-market 5 years later. Teams with transformational of a transactional leadership style? leaders have higher teamwork quality and more inter-team collaboration. TFL is asso- The Leadership Paradox ciated with a more positive effect on teams, enhancing resilience, learning goal Do the moods and emotions of ped you "catch" other people's emotions Leaders and the Nature-Nurture Debate emotional contagion? $1 Giessner, S. R., van Knippenberg, D., van Ginkel, W., & Sleebos, E. (2013). Team-oriented leadership: The interactive effects of leader group prototypicality, accountability, and team identification. Journal of Applied Leadership Styles Psychology, 98(4), 658. How do people who work together $2Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press; Burns, J. M. (1978). Leadership. New York: Harper & Row; Hollander, E. P. (1964). Leaders, groups, and influence. New York: Oxford Task Versus Person Leadership University Press. 53 Hollander, E. P. (1986). On the central role of leadership processes. International Review of Applied Psychology, adline: Your initial response is due 35, 39-52. Transactional Versus Transformational Leade... 5Rousseau, D. M., & Tijoriwala, S. A. (1998). Assessing psychological contracts: Issues, alternatives, and sponses to two of your classmates measures. Journal of Organizational Behavior, 19, 679-695. $5 From Power, leadership, and the management of stress by Harry Levinson, 1980 Professional Psychology. Burns, J. M. (1978). Leadership. New York: Harper & Row. Autocratic Versus Democratic Leadership e rubric below outlines the expect $7Keller, R. T. (2006). Transformational leadership, initiating structure, and substitutes for leadership: A lon- gitudinal study of research and development project team performance. Journal of Applied Psychology, 91(1), 202-210. In towards the overall course grad Leader Mood 58Cha, J., Kim, Y., Lee, J. Y., & Bachrach, D. G. (2015). Transformational leadership and inter-team collabora- loring the mediating role of teamwork quality and moderating role of team size. Group & Organization Management, 40(6), 715-743. iteria Exemplary (3) Expectations of Leaders 14% Page 60 of 459 . Location 1592 of 11946 ality of Posts The student responds Leadership Styles adline : Your initial response is due Task Versus Person Leadership SEP 5 stv 4 zoom W@& KindleClassic File Edit View Go Tools Help 1 = Q & ThuSep5 6:59PM [{~ D 8 ) Home - Welcome to Charter Lo v Yahoo! Module... e: Thursday, September 5, 2024, 1 spond to the questions in the foru see other responses from your grc sponses by Thursday and at least Consider the different leadership st| some of the representative behavio some of the benefits and drawbacK What skills, behaviors, and persona does this leadership style affect the of a transactional leadership style? Do the moods and emotions of ped you \"catch\" other people's emotions emotional contagion? How do people who work together adline: Your initial response is due ponses to two of your classmate e rubric below outlines the expect ' towards the overall course grad 00 Library Leaders and the Nature-Nurture Debate V Leadership Styles Task Versus Person Leadership Transactional Versus Transformational Leade... Autocratic Versus Democratic Leadership Leader Mood V Expectations of Leaders shauna's Kindle for Mac 2 - Making the Team v Page [62 of Chapter 1 TYPES OF TEAMS P> Chapter 2 DESIGNING THE TEAM V Chapter 3 LEADING TEAMS Leadership Versus Management The Leadership Paradox P> Leaders and the Nature-Nurture Debate V Leadership Styles Task Versus Person Leadership Transactional Versus Transformational Leade... Autocratic Versus Democratic Leadership Leader Mood V Expectations of Leaders Implicit Leadership Theories Prototypicality shauna's Kindle for Mac 2 - Making the Team v Page [65 of | Chapter 3 * Leading Teams Leaber Moop According to the mood contagion model, leaders transmit their own moods to team members, just as a person with a cold might infect others.! Moods manifest themselves through a leader's facial, vocal, and postural cues, and team members can accurately ascertain leaders\" moods on the basis of nonverbal cues. When leaders are in a positive mood, in comparison to a negative mood, team members experience more positive moods, and groups as a whole are characterized by a more positive affective tone. More- over, groups with leaders in a positive mood show more coordination and expend less effort than those in a negative mood. For example, the previous chairman and CEO of General Electric, Jack Welch, said: An upbeat manager with a positive outlook somehow ends up running a team or organization filled with . . . well, upbeat people with positive outlooks. A sourpuss somehow ends up with an unhappy tribe all his own. Unhappy tribes have a tough time winning. Work can be hard. But your job as leader is to fight the gravitational pull of negativism. That doesn't mean you sugarcoat the challenges. It does mean you display an energizing, can-do attitude about overcoming them.*? Passion is usually considered to be desirable. Leadership competence increases obsessive passion; but leaders' perceptions of their team members' competence influ- ences harmonious passion. Both harmonious passion and obsessive passion negatively influence the ability to develop challenging goals because they prompt teams to rush into goal setting.** Negative emotions also affect leadership. People who show compas- sion and contempt are more likely to be viewed as leaders because they are seen as more intelligent.** Teams with higher epistemic motivation (i.e., a desire to thoroughly understand a situation) perform better when their leaders display anger, but teams with lower epistemic motivation perform better when the leaders express happiness.S Leader-team perceptual distance is the difference between a leader and a team in terms of how they perceive things.3 The more disconnect between what the leader sees and what the team sees, the worse the team performance. And, this effect is stronger when the team's perceptions are more positive than that of the leader.\" 818y, T,, Cote, S., & Saavedra, R. (2005). The contagious leader: Impact of the leader's mood on the mood of 'group members, group affective tone, and group processes. Journal of Applied Psychology, 90, 295-305. $2From How to be a good leader, April 4, 2005 Newsweek LLC. 53Thorgren, S., & Wincent, J. (2013). Passion and role opportunity search: Interfering effects of conflicts and overloads. International Journal of Stress Management, 20(1), 20, S*Melwani, S, Mueller,]. 5., & Overbeck, . R. (2012). Looking down: The influence of contempt and compas- sion on emergent leadership categorizations. Journal of Applied Psychology, 97(6), 1171. 85Van Kleef, G. A, Homan, A. C., Beersma, B., van Knippenberg, D., van Knippenberg, B., & Damen, F. (2009). Searing sentiment o cold calculation? The effects of leader emotional displays on team performance depend on follower epistemic motivation. Academy of Management Journal, 52(3), 562-580. $Gibson, C. B., Cooper, C. D., & Conger, J. A. (2009). Do you see what we see? The complex effects of per- ceptual distance between leaders and teams. Journal of Applied Psychology, 94(1), 62-76. SIbid. Show Notebook Kindle Classic File Edit View Go Tools Help GO Q 9 Thu Sep 5 6:59PM shauna's Kindle for Mac 2 - Making the Team Library