Organizational Behavior

Front 1

Team Interdependence: Pooled/Additive

Back 1

Summation of all team member's performance.

Interdependence = Low

Ex: Sales Group

Front 2

Team Interdependence: Sequential

Back 2

"Weak Link"

Group Performance = Performance of Least Effective Member

Interdependence = Moderate

Ex: Relay Team

Front 3

Team Interdependence: Reciprocal

Back 3

"Hero"

Group Performance = Performance of Most-Effective Member

Interdependence = Moderate/High

Ex: Marketing Team

Front 4

Team Interdependence: Networked Intensive

Back 4

"Matching"

Group Performance = Single Team Output

Interdependence = High

Ex: Crew Team

Front 5

Compensation for Each Team Type

Back 5

Pooled/Additive: Individual

Sequential:

Reciprocal:

Network Intensive: Team

Front 6

Work Environments

Back 6

Placid

Intermediate

Turbulent

Front 7

Team Structures

Back 7

Functional - Departmentalized down to function - Very Efficient, but Small Scoped

Divisional - Highly Flexible, but duplication of effort

Front 8

Structural Contingency Theory

Back 8

Suited Best For...

Functional - Placid

Divisional - Turbulent

Front 9

SCT Problems

Back 9

- Snapshot in time

- "Institutional" forms/procedures are hard to change

- Adapting from one to another is not "symmetrical"

Front 10

Asymmetric Adaptability

Back 10

F --> D is more structurally difficult (moving from simple to complex)

D --> F is more psychologically difficult (moving against personal growth and autonomy)

D --> F has a greater (negative) impact on performance metrics and job satisfaction

Front 11

Leadership Defined By Yukl

Back 11

- Process to influence other to

- Understand and

- Agree on

- How to accomplish goal and to

- Facilitate ind./group effort

Front 12

3 Phases of Leadership Research

Back 12

1. Who you are

2. What you do

3. Where you are

Front 13

Who? In Search of the Great Man...

Back 13

Trait approach:

- Born leaders, w/correct internal qualities, personal attributes

- 1920s - 1940s

- Dev'd by BERNARD, 1929

Front 14

Who? In Search of the Great Man...

CONTINUED

Back 14

Highest trait correlated to leadership = extraversion (0.31 correlation coefficient, still extremely low)

Key Principle: Balance of (Desirable) Traits

Front 15

Leadership Effectiveness

Back 15

Requires both...

1. Transactional (contingent rewards and corrective actions) -- meets employees needs/interest

2. Transformational (Excite and motivate employees, w/vision and purpose)

Front 16

Transactional Leadership

Back 16

MGMT-By-Exception = Reward or Punish Deviation from the Norm

Continent Reward = Conditional Rewarding

Front 17

Transformational Leadership

Back 17

Charisma

Inspiration

Individualized Consideration

Intellectual Stimulation

Front 18

Charisma Breakdown

Back 18

1. Vision and Articulation

2. Personal Risk

3. Unconventional Behavior

4. Passion/Energy/Positivity

Front 19

Charisma Takeaways

Back 19

- Better when environment is uncertain

- Followers become dependent on leader (thus, poor future transition of power)

ex: Teldyne Corp. -- Leader (Singleton) stepped away and company regressed

Front 20

Inspiration

Back 20

Inspiration = Passion

Front 21

Intellectual Stimulation

Back 21

Intellectual Stimulation = Vision

Vision = Experience

Data shows most critical aspect for ind. to become CEO is knowledge of industry

Front 22

Individual Consideration

Back 22

- Make each member feel valuable

- Advocate for people

- Trust/Respect

- Meaningful Communications

- Develop Relationships

Front 23

What? Key Behaviors of Leaders

Back 23

Ohio St. / Michigan Studies

Both Concluded: Leaders are "considerate" and "provided structure"

Task (Structure) and Relational (Considerate)

Which one is most important on spectrum?

No Right Answer - AUTHENTICITY IS THE KEY

Front 24

Where?

Back 24

1. Contingency

2. Situations and Substitutions

Front 25

Fiedler's Contingency Model (1967)

Back 25

Front 26

What if, based on Fiedler's CM, you are a bad fit as leader?

Back 26

- Share Leadership

- Good Cop / Bad Cop

- To Preserve Authenticity

Front 27

3 Quiet Virtues of Leaders

Back 27

1. Restraint - No knee-jerk reactions

2. Modesty - Do their job, not save the world

3. Tenacity - Pick their battles

Front 28

"A" Personalities

Back 28

Achievement

Abrasiveness

Acidity

Front 29

Achievement Striver

Back 29

- Obsessed with personal success to the point of damaging personal relationship.

- Also demand similar excellence of others

- Great for organizational performance, bad for morale and office relationships

"If you want something done right, do it yourself"

Front 30

Managing the Achievement Striver

Back 30

Need:

- Just Performance System

- Sense of Duty Culture

- Competent Supervision

Front 31

Abrasive

Back 31

Same as Achievement Striver, but more emotional and narcissistic.

Achievement Striver ignores the surrounding incompetent; the Abrasive confronts.

Very high level of personal attention required

Front 32

Managing the Abrasive

Back 32

1. Need a lot of feedback/attention

2. High insecurities, needs sense of belonging

3. Layer complements in with corrective feedback

Front 33

Acidic

Back 33

- Use Power and Politics for personal gain

- Must Dominate

- Vindictive and Corrupt

Front 34

Managing the Acidic

Back 34

Remove or inhibit this form of behavior

Front 35

Cognitive Dissonance

Back 35

- Leon Festinger (1957)

- Incompatibility between actions and attitudes of individual

- Holding contradictory beliefs/actions

Ex: Person/Organization believes one thing, but does another

Front 36

Dealing with Feeling of Dissonance

Back 36

1. Change beliefs or behaviors creating dissonance (self)

2. Aquire new info/beliefs to increase consonance and reduce dissonance (environment)

3. Forget importance of cognitions that are dissonant/at-adds (others)

i.e. change self, change other, or change enviroment

Front 37

Derailment

Back 37

~ 60% of Junior Executives see career stall at particular point in career

1. Insensitivity towards others

2. Failure to build team

3. Over-dependence on single mentor

Front 38

Satisfaction to Citizenship

Back 38

Empathy: Identification with feeling, thoughts, or emotions of another

Emotional Intelligence: Ability to empathize with

Front 39

Affective Events Theory

Back 39

Negative emotional episodes have longterm reactions.

Recipients ofter refer to event(s) in exit-interviews

Front 40

Job Satisfaction

Back 40

Leads to lower turnover and absenteeism

NO IMPACT ON PERFORMANCE

Does lead to "Citizenship Behaviors" (Organ, 1988)

Front 41

Citizenship Behaviors

Back 41

Helping (lending time and knowledge to others)

Sportsmanship (reduce negative affective events)

Taking Charge (proactive)

Compliance (support for rules)

CITIZENSHIP BEHAVIORS DO HAVE CORRELATION TO ORGANIZATIONAL PERFORMANCE

Front 42

Organizational Justice

Back 42

Distributive (Outcome) - Fairness

Procedural (Process) - Transparency

- Greenberg Study, 1990 (Stealing, Wage Cut Explanation)

Front 43

Procedural Justice Benefits

Back 43

1. Higher Overall Satisfaction

2. Avoid "Affective Event"

3. Higher Satisfaction EVEN WITH low outcomes

Front 44

Leader-Member Exchange Theory (LMX)

Back 44

Leaders create "in" and "out" groups among subordinates

Effective only if based SOLEY on Present Performance and movement is TRANSPARENT

Front 45

LMX Pros

Back 45

1. Depiction of Reality

2. Limited Time and Energy (Focus on best-performers)

3. "Out" group is motived to get "In"

Front 46

LMX Cons

Back 46

1. Although reality, it should be suppressed

2. Runs counter to "Pygmalion Effect"

3. Must be devoid of Loyalty

Front 47

Pygmalion Effect

Back 47

Self-Fulfilling Prophecy

Teachers treat bad students poorly, who then perform poorly, confirm teacher's suspicions of poor students, repeat...