Kindle Classic File Edit View Go Tools Help Q Thu Sep 5 5:51 PM ... shauna's Kindle for Mac 2 - Making the Team Library Show Notebook Home - Welcome to Charter y! Yahoo! LSU LOU... CO 702... C 7110 for. E: Table of Contents Chapter 3 . Leading Teams 59 e : Leadership Styles Country Club Team HIGH References: Manager Manager Task Versus Person Leadership (High People - Low Task) High People - High Task) Transactional Versus Transformational Leade... Middle of Road Thompson, L. L. (2017) Manager ( Medium People and Task) People Concern Publications. Focus on Autocratic Versus Democratic Leadership work outpu as well as employee morale Leader Mood mpoverished Authority-Obedience LOW Manager Manager Expectations of Leaders (Low People - Low Task) (Low People - High Task) Task Concern Implicit Leadership TH LOW HIGH Exhibit 3-3 Managerial Grid Prototypicality Based on Blake, R.R., & Mouton, J.S. (1964). The managerial grid. Houston, TX: Gulf, @ Leigh L. Thompson. Status & Uncertainty transactional. The corporate world and popular business presses have coined even more varieties of leadership-often branding them with a particularly influential individual's name, such as the "Jack Welch lexicon of leadership" or the "Warren Buffet CEO."48 Re: Mod 2 - Abby Wel Leader-Member Exchange Consider the following leadership styles as choices leaders can make. TASK VERSUS PERSON LEADERSHIP by Madison Chase Attributes that Influence Differential Treatment Leaders vary in terms of how much they focus on the people (relationships) and the task."(See Exhibit 3-3.) Task-oriented leaders focus on accomplishing the objectives of the team; relationship-oriented leaders focus on the people. Person-focused leaders Abby, I really enjoyed Advantages of Differential Treatment allow members of their team more freedom in their work, permit team members to use their own judgment in solving problems, and grant members authority. Conversely the main difference task-oriented leaders typically act as the spokesperson of their group, push for more Disadvantages of Differential Treatment work and higher production, and determine what should be done and how it should be that transactional le accomplished. Ideally, leaders who focus on getting the work done and supporting on the end goal. Thi Power 47Krames, J. A. (2001). The Jack Welch lexicon of leadership: Over 250 terms, concepts, strategies & initiatives of the legendary leader. New York: McGraw-Hill. feel less appreciated 48 Miles, R. P., & Osborne, T. (2001). The Warren Buffett CEO: Secrets of the Berkshire Hathaway managers. New Participative Management York: John Wiley & Sons. 49 Blake, R.R., & Mouton, J.S. (1964). The managerial grid. Houston, TX: Gulf. especially in today's 50Sergiovanni, T.J., Metzcus, R., & Burden, L. (1969). Toward a particularistic approach to leadership style: Some finds. American Educational Research Journal, 6, 62-79. than non-stop worki Chapter Capstone also like how you m 14% Page 59 of 459 . Location 1576 of 11946 cues as well. This is very in 5 "tv 4 zoom WKindle Classic File Edit View Go Tools Help GO Q Thu Sep 5 5:51 PM ... shauna's Kindle for Mac 2 - Making the Team Library Show Notebook Home - Welcome to Charter y! Yahoo! LSU LOU... CO 702... C 7110 for... E: Table of Contents 60 Part 1 . Building the Team : Q their people are team leaders. Leaders who are accountable are more team-oriented, Leadership Styles particularly when they identify with their team. $1 References: G TRANSACTIONAL VERSUS TRANSFORMATIONAL LEADERSHIP Task Versus Person Leadership The transactional versus transformational paradigm views leadership as either a matter of contingent reinforcement of followers or the moving of followers beyond their self- Thompson, L. L. (2017) Transactional Versus Transformational Leade... interests for the good of the team, organization, or society. Transformational leader- ship (TFL) is developmental and usually begins with a transactional approach. At a basic level, leaders and their teams are in an exchange relationship that involves negotia- Publications. Autocratic Versus Democratic Leadership tion to establish outcomes and rewards." A psychological contract is a person's belief in mutual obligations between that person and another party, such as an employer or leader. $4 Leader Mood In contrast, transactional leadership depends on the leader's power to reinforce 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- Expectations of Leaders ishments with a stick for failure to comply with agreed-on work to be done by the fol- lower, the follower will continue to feel like a jackass."$5 Implicit Leadership Theories ADVANTAGES Transformational leaders motivate their teams to work toward goals that 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 Prototypicality the performance of 118 R&D project teams from five companies, transformational lead- ership predicted technical quality, schedule performance, and cost performance 1 year later, and profitability and speed-to-market 5 years later. Teams with transformational Status & Uncertainty leaders have higher teamwork quality and more inter-team collaboration. TFL is asso- ciated with a more positive effect on teams, enhancing resilience, learning goal Re: Mod 2 - Abby Wel Leader-Member Exchange by Madison Chase Attributes that Influence Differential Treatment $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 Psychology, 98(4), 658. $2Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press; Burns, J. M. (1978). Abby, I really enjoyed Advantages of Differential Treatment Leadership. New York: Harper & Row; Hollander, E. P. (1964). Leaders, groups, and influence. New York: Oxford University Press. the main difference 53 Hollander, E. P. (1986). On the central role of leadership processes. International Review of Applied Psychology, Disadvantages of Differential Treatment 35, 39-52. 54Rousseau, D. M., & Tijoriwala, S. A. (1998). Assessing psychological contracts: Issues, alternatives, and that transactional le measures. Journal of Organizational Behavior, 19, 679-695. $5 From Power, leadership, and the management of stress by Harry Levinson, 1980 Professional Psychology. on the end goal. Thi Power Burns, J. M. (1978). Leadership. New York: Harper & Row. 57Keller, R. T. (2006). Transformational leadership, initiating structure, and substitutes for leadership: A lon- feel less appreciated gitudinal study of research and development project team performance. Journal of Applied Psychology, 91(1), Participative Management 202-210. especially in today's 58Cha, J., Kim, Y., Lee, J. Y., & Bachrach, D. G. (2015). Transformational leadership and inter-team collabora- ion exploring the mediating role of teamwork quality and moderating role of team size. Group & Organization Management, 40(6), 715-743. than non-stop worki Chapter Capstone also like how you m 14% Page 60 of 459 . Location 1592 of 11946 cues as well. This is very in 5 stv 4 zoom W@& KindleClassic File Edit View Go Tools Help = 7 Q & ThuSep5 5:51PM q N Show Notebook ) Home - Welcome to Charter Yahoo! b B ou. 702... 7110 for.: H & T References: Thompson, L. L. (2017, Publications. Re: Mod 2 - Abby We by Madison Chase - Abby, | really enjoyet the main difference that transactional le on the end goal. Thi feel less appreciatec especially in today's than non-stop worki also like how you mi cues as well. This is ve 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 Status & Uncertainty V Leader-Member Exchange Attributes that Influence Differential Treatment Advantages of Differential Treatment Disadvantages of Differential Treatment Power P> Participative Management Chapter Capstone Part 1 o Building the Team agreeableness, extraversion, and greater conscientiousness. Transformational leadership has a positive impact on team performance because teams trust their leaders.\" DISADVANTAGES Group-focused transformational leadership has a positive impact on team innovation, but a negative impact on individual motivation.\"! In some instances, transformational leadership can have a dark side, such as when a charismatic leader, like Jim Jones, motivates people to do something that is lethal.\"\" (See Exhibit 3-4.) Leaders who exhibit antinormative behaviors are judged more positively and given more credit relative to antinormative team members, ex-leaders, and established leaders.\" Moreover, under some conditions, charismatic leaders promote disenchantment among team members. The hypocrisy attribution dynamic refers to the tendency for team members to draw sinister conclusions about a leader's behavior.\"# This can happen when employees are prompted to engage in sensemaking in strong value-driven organizations. AUTOCRATIC VERSUS DEMOCRATIC LEADERSHIP Another view of leadership focuses on a continuum of behavior ranging from entirely autocratic to purely democratic.\" Also known as vertical leadership (emanating from the top down), this type of leadership stems from an appointed or formal leader of a team, whereas shared leadership is a group process in which leadership is distributed among, and stems from, team members. Autocratic leadership is displayed by leaders who seek sole possession of authority, power, and control, whereas democratic leader- ship is displayed by leaders who share authority, power, and control with their team. Initially, teams led by a directive leader outperform those led by an empowering leader. However over time, empowering leaders instigate more improvement via increased team learning, coordination, and mental model development.\" In one investigation, the effectiveness of 71 change management teams in companies was examined as a function of vertical versus shared leadership.\"\" Shared leadership significantly predicted team 70Schaubroeck, J., Lam, S. 8., & Peng, A. C. (2011). Cognition-based and affect-based trust as mediators of leader behavior influences on team performance. Journal of Applied Psychology, 96(4), 863-871. 7ILi, V., Mitchell, R., & Boyle, B. (2016). The divergent effects of transformational leadership on individual and team innovation. Group & Organization Management, 41(1), 66-97. "Hogan, R., Raskin, R., & Fazzini, D. (1990). The dark side of charisma. In K. E. Clark & M. B. Clark (Eds), Measures of leadership (pp. 343-354). West Orange, NJ: Leadership Library of America. 7Abrams, D., De Moura, G. R., Marques, J. G., & Hutchison, P. (2008). Innovation credit: When can leaders oppose their group's norms? Journal of Personality and Social Piychology, 95(3), 662-678. 74Cha, S. E., & Edmondson, A. C. (2006). When values backfire: Leadership, attribution, and disenchantment in a values-driven organization. Leadership Quarterly, 17, 57-78, 7SBass, B. M. (1990). Bass & Stogdil's handboole of leadership: Theory, research, & management applications (3rd ed.). New York: Free Press. 76Lorinkova, N. M., Pearsall, M. J., & Sims, H. P. (2013). Examining the differential longitudinal performance of directive versus empowering leadership in teams. Academy of Management Journal, 56(2), S73-59%. TPearce, C. L., & Sims, Jr. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6(2), 172-197. Thompson, L. L. (2017, Publications. Re: Mod 2 - Abby We| by Madison Chase - Abby, | really enjoyet the main difference that transactional le on the end goal. Thi feel less appreciatec especially in today's than non-stop worki also like how you mi cues as well. This is ve vV Transactional Versus Transformational Leade... Autocratic Versus Democratic Leadership Leader Mood V Expectations of Leaders Implicit Leadership Theories Prototypicality Status & Uncertainty V Leader-Member Exchange Attributes that Influence Differential Treatment Advantages of Differential Treatment Disadvantages of Differential Treatment Power Pa pative Management Chapter Capstone 2. Enter the course 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.* 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 Psycholagy, 90, 295-305. 2From How to be a good leader, April 4, 2005 Newsweck 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, $4Melwani, S., Mueller, . 5., & Overbeck, J. 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 or 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. $7Ibid. @ KindleClassic File Edit View Go Tools Help = 7 Q & ThuSep5 5:52PM o N Show Notebook ) Home - Welcome to Charter Yahoo! b B ou. 702... 7110 for.: Table of Contents | Chapter 3 Leading Teams 65 | Q T LEADER Moo | eadershi es P:2Y 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 References: = Task Versus Person Leadership through a leader's facial, vocal, and postural cues, and team members can accurately Kindle Classic File Edit View Go Tools Help GO Q Thu Sep 5 5:53 PM ... shauna's Kindle for Mac 2 - Making the Team Library