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8 Cards in this Set
- Front
- Back
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Factors taht negatively affect team performance and member satisfaction |
"GOOD TA" Groupthink (tendency to conform) Overdependence on a dominant leader Over commitment to goals Diffusion of responsibility Tendency to make risky or more conservative decisions than individuals acting alone Abeline paradox – groups take action that most members disagree with because they fail to express their true feelings |
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5 levels of team development |
1. Immediate gratification 2. Sustained conditions for gratification 3. Pursuit of a collective goal 4. Self-determination 5. Growth |
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6 functional Aspects of Team Learning |
"CREAMS" 1. A context that establishes the external constraints faced by the system, most notably the nature of the task and the resources available to the system 2. Roles or a basic division of labour 3. A well-Established process for achieving the systems purpose 4. Actions to achieve the purpose, involve members, respond to context and manage the team’s process 5. The composition or membership of the group, particularly as it applies to diversity 6. A shared purpose that provides direction for the members of the group |
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Characteristics of admired leaders |
1. Honest 2. Forward-looking 3. Inspiring 4. Competent |
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5practices of exemplary leadership outlined by Kouzes and Posner |
MICEE 1. Model the way 2. Inspire a shared vision 3. Challenge the process 4. Enable others to act 5. Encourage the heart |
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Kouzes and Posner’s(2012) 2 laws of leadership |
1. If you don’t believe in the messenger, you won’t believe themessage 2. You build a credible foundation of leadership when you dowhat you say you will do |
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Explain the first law of leadership |
- When people perceive their leader with high credibility, they are significantly more likely to feel proud about their organization, feel a high degree of team spirit, feel a strong sense of ownership & commitment to the organization & be motivated by shared values & intrinsic factors - When people don’t feel their leader has much credibility, they begin to look for another job, they feel unsupported & underappreciated, they express being motivated by primarily external factors like money & benefits (which are never enough) - Loyalty, commitment, energy and productivity depend on credibility - “Practice what you preach”; “walk the talk”; “put your money where your mouth is”; “they do what they say they will do” - People first listen to the words and then watch the actions |
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Explain the second law of leadership |
2. You build a credible foundation of leadership when you do what you say you will do - Two essential parts: do & say - Modelling = clarifying values & setting examples - Living out values demonstrates honesty & trustworthiness which gives leaders moral authority |
