Part II

Both pushed upwards to get:
– A good team design (composition/small size/good skills mix)
– Commitment of resources
– Top management support in the form of Dixon launching the task force
Both did so successfully in their own way using their own styles

Both were uncompromising and authoritative about the ends states to be achieved
Both were equally insistent that the group determine the means
Both established clear boundaries (e.g.., closing the door, using names, referring to the team as an entity)
Both set basic norms of conduct and parameters
– Although emphasized that the team was responsible to manage itself, there were some definite do’s and don'ts (confidentiality, can’t terminate the newest employees)
Both accomplished these objectives in their own way using very different styles

1. Supportive Context
2. Clear Direction
3. Authority to manage the work—The Means
4. Enabling Structure (Membership)
– Small size (max of 6)
– Skill level
– Right mix of skills
• Technical, Problem solving/decision making, Interpersonal
– Heterogeneous

Both were uncompromising and authoritative about the ends states to be achieved
Both were equally insistent that the group determine the means
Both established clear boundaries (e.g.., closing the door, using names, referring to the team as an entity)
Both set basic norms of conduct and parameters
– Although emphasized that the team was responsible to manage itself, there were some definite do’s and don'ts (confidentiality, can’t terminate the newest employees)
Both accomplished these objectives in their own way using very different styles
So what should Larry/Lara try to accomplish in the first meeting?

Forming
– Let concerns be aired
– Provide reassurance
– Nudge the group toward the task
– Ask for commitment
Storming
Norming
Performing
Adjourning

Importance of getting up front conditions right
– Consider team design issues slides
Importance of the initial launch by the person who created the team and doing that launch well regarding:
– Direction (see means vs. ends slide)
– Group boundaries
– Initial behavioral norms

Timing is critical
Continuities exist in the life of a group
Team design and coaching behavior are interdependent
Team leader’s job
– Ensure favorable conditions
• Upward and lateral influence for effective design
– Coaching members to take full advantage of the situation
• Consider timing
• Coach the group through the stages of group development
• Maximize process gains and minimize process losses

High
Low
Complacency Managed
Conflict
Intense

Conflict
– Interaction of persons who perceive incompatible goals and interference from one another in achieving those goals
Negotiation
– A process in which two or more parties attempt to reach acceptable agreement in a situation characterized by some level of disagreement.

 Analyze Situation
– Identify your needs
– Importance—Is it worth it?
– Zero-sum
– Strength of position
– Future Interactions?
 Analyze other party(ies)
– Real needs, interests
– Strengths/Weaknesses
– Their styles/approach
 Select Appropriate Approach
– Conflict Style
– Negotiation (Integrative, Distributive)

Aggressive
Competition
(forcing)
(Manager exerting authority)
Satisfy
Self?
Collaboration
(Marriage Counselors/Labor mediation)
Compromise
(Union-Management)
Passive
Avoidance
(Most common approach)
Uncooperative
Accommodation
(Acquiescent Parent)
Cooperative
Satisfy Other?
(Cooperativeness)

Conditions
– Generally best
– Win-Win is possible
– Opponent is willing

Conditions
– Zero-sum game
– Opponent is distributive
– You have the power
– Relationship not critical

Identify target and resistance points
– Realistic Goal?
– Start moderately high/low, make concession, get stingy
– View initial offers as a starting point
Persuasion
Leverage Power: Facts, Experience, position
Fairness
Emotions
Closed
Manage Perceptions/Framing

Experience #1: Used Car Purchase/Sell
– Decide on a “buyer” team and a “seller” team
– Read only the situation and your role (2 minutes)
– Teams strategize and fill in the three blanks at the end of your role (5 minutes)
– 10 minutes to negotiate
Ugli Orange
– Decide on a “Dr. Jones” team and a “Dr. Roland” team
– Have a team rep get your briefing sheet
– 30 minutes to read and negotiate

 Analyze Situation
– Identify your needs
– Importance—Is it worth it?
– Zero-sum
– Strength of position
– Future Interactions?
 Analyze other party(ies)
– Real needs, interests
– Strengths/Weaknesses
– Their styles/approach
 Select Appropriate Approach
– Conflict Style
– Negotiation (Integrative, Distributive)

Conditions
– Generally best
– Win-Win is possible
– Opponent is willing
Key?
Integrative Strategies?

Integrative Strategies
– Openness
– Trust
– Flexibility
– Begin Positively
– Focus on the Issue
– Remain Rational
– Use objective criteria

Aggressive
Competition
(forcing)
(Manager exerting authority)
Satisfy
Self?
Collaboration
(Marriage Counselors/Labor mediation)
Compromise
(Union-Management)
Passive
Avoidance
(Most common approach)
Uncooperative
Accommodation
(Acquiescent Parent)
Cooperative
Satisfy Other?
(Cooperativeness)

Competition (forcing)
– Time is an important constraint
– Issue is unpopular/action must be taken
– Commitment is not critical
– Competitive others
– You have the power
Collaboration
– Too important for compromise
– Time pressures are minimal
– All want win-win
– Communication-based

Avoidance
– Issue is trivial
– Costs/disruptions outweigh benefits
– Problem may solve itself
– Based on personal differences
Accommodation
– Issue is more important to the other party
– Stockpile Credits
– Minimize loss
Compromise
– Equal power with exclusive goals
– Temporary solution to a complex issue
– Tight time constraints

The ability to influence, motivate, and enable others to contribute to the effectiveness and success of the organizations of which they are members.
» Robert House (2004)
The ability to influence a group toward the achievement of a vision or set of goals.
» Robbins & Judge (2008)

Trait Theories ( -1940s)
Behavioral Theories (1940s-1960s)
Contingency/Situational Approaches (1960s- )
Contemporary
– Transformational Leadership

"GREAT MAN" Theories
Little agreement on leadership traits
Traits can be developed/improved
In isolation, narrow traits have little utility

CANOE Dimensions
– Extroversion relates most strongly to leadership
– Conscientiousness and openness to experience strongly related to leadership
Charisma
Confidence
Credibility
– Integrity
– Track Record
Emotional Intelligence

Ability to detect, express, and manage emotion in oneself and others.
Self
(Personal Competence)
Other
(Social Competence)
Recognition of emotions
Self Awareness Social Awareness
(Empathy)
Regulation of emotions
Self-Management Relationship Management

“The caring part of empathy, especially for people with whom you work, is what inspires people to stay with a leader when the going gets rough. The mere fact that someone cares is more often than not rewarded with loyalty.”
» James Champy, Outsmart

LEADERSHIP BEHAVIORS:
– 1. Initiating structure:
•
The extent to which a leader is likely to define and structure his or her role and those of subordinates.
– 2. Consideration:
•
The extent to which a leader is likely to build job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.
Effective leaders achieve both.

LEADERSHIP TYPES:
– 1. Production Oriented Leaders:
•
•
Focus on the technical or task aspects of the job
See people as a means to goal accomplishment
– 2. Employee Oriented Leaders:
•
•
•
Emphasize interpersonal relations
Take a personal interest in subordinate needs
Accept individual differences
Effectiveness is associated with employee oriented leadership behaviors.

Blake/Mouton Leadership Grid
High
Low
9
1,9 Country Club Management
8
7
Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere & work tempo.
9,9 Team Management
Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust & respect.
6
5,5 Middle of the Road Management
5
Adequate organization performance is possible through balancing the necessity to get out
4 work with maintaining morale of people at a satisfactory level.
1,1 Impoverished Management
2
1
9,1 Authority-Compliance
Efficiency in operations results
Exertion of minimum effort from arranging conditions of to get required work done is work in such a way that appropriate to sustain human elements interfere to a organization membership.
minimum degree.
1 2 3 4 5 6 7 8 9
Low Concern for Production High

Was Hallums a bully? Or, was he a victim?
Why?
Have all the contingencies been taken into account?
– Who were his followers?
– Does it matter?
Was Hallums a good leader or a poor leader?
What can we conclude about leadership?

There is no one best style of leadership
Effective leaders possess and use more than one style of leadership.
Effective leaders alter their task and relationship orientation to fit the situation.
A small set of employee characteristics and
– (e.g., ability, experience, need for independence)
Environmental factors are relevant contingencies
– (e.g., task characteristics of autonomy and variety)
Consider Leadership that gets results (pp. 82-83)

Coercive
– In a crisis or genuine emergency
Authoritative
– Changes require a new vision;
Clear direction is needed
– Not good if followers are more experienced than leader
Democratic
– To build buy-in or consensus; get input from valuable/committed employees
– Leader is uncertain
Pace Setting
– Get quick results from highly skilled and self motivated professionals
Affiliative
– Heal rifts in a team or motivate during stressful circumstances
Coaching
– Help an employee improve performance or develop strengths
– Must want to improve