Chapter 5: Leadership Skills Flashcards
C5 Leadership Skills: Terms and terminology
General terms
- Centralized vs Distributed Management and Leadership - Centralized teams report to one leader (such as the PM). Distributed - нескольким (например: project manager and project management team)
- Five Cs of Communication: Correct grammar and spelling, Concise (лаконичный) and well-crafted, Clear and purposeful, Coherent (последовательный) and logical, Controlled flow of words and ideas
- Gulf of execution - difference between intention of a user and what the item allows them to do
- Gulf of evaluation - interpret whether or not the action they performed was successful / mismatch between what the stakeholder wanted and how the team interpreted it
Persons
- Crosby - a quality theorist who advocated prevention over inspection
- Leas - created a framework for judging and assessing conflicts on projects
Management vs Leadership differences
Emotional Intelligence Quadrant
Communication Types
formal / Informal, written/verbal
Communication Models
(похоже, только для in-person communications)
При кодировке сообщения принимать во внимание след Communication factors:
- Nonverbal communications: значительная часть коммуникации. E.g. facial expressions, hand gestures, and body language
-
Verbal. Важные факторы:
- слова важны, но могут опоясываться nonverbal факторами
- Pitch and tone помогают передавать голосовое сообщение
Не забывать о подтверждении с обеих сторон а-ля “повтори своими словами” и “я не понял, повтори еще раз”
Communication Methods
-
Interactive communications
2+ people in real-time. E.g. Meetings, calls, ad hoc conversations -
Push communication
One-way stream of info. E.g. Условно статусные письма, company memos -
Pull communication
Информацию можно достать самостоятельно из центрального источника. E.g. Databases, web-portals
————– НЕ УПОМИНАЮТСЯ У РИТЫ ————-
- Interpersonal communication: Лучший способ. individuals, typically 121
- Small group communication: 3-6 people
- Public communication - single speaker to a group
- Mass communication - minimal connection to the large group
- Networks and social computing communication - . Many-to-many supporting by social computing (facebook/linkein/instagram)
Communication Channels Formula
- Количество потоков информации между каждым из участников. Не забыть считать себя, всех участников команды, и каждого стейкхолдера (257 sales представителей, например). ВНИМАТЕЛЬНО ЧИТАТЬ ВОПРОС, включен ли ПМ или нет.
- ( N(N – 1) ) /2 - N - the number of identified stakeholders.
Motivation Models \ Intrinsic vs Extrinsic
According to Daniel Pink
Extrinsic (external) - salary etc -limited and short-term motivators. Intrinsic (internal), types:
- Autonomy - motivation to direct their own life (E.g. flexible work hours, working from home etc.)
- Mastery - desire to improve, excel, learn and do excellent work
- Purpose - need for a sense of purpose
Motivation Models \ X, Y and Z
Management’s perspective of employees.
-
McGregor X,Y:
- Theory X - (pessimists) are bad, lazy, and need to be micromanaged.
- Theory Y - (optimists) are self-directed.
- Maslow Z: individuals are motivated by self-realization, values. The optimal style - is one one that cultivates insight and meaning (понимание и смысл)
- Ouchi Z - motivation on well-being of employee and their families - a job for life that takes care of them promotes morale and productivity
Motivation Models \ Maslow’s Hierarchy of Needs
A person cannot ascend to the next level until the levels below are fulfilled
Motivation Models \ McClelland’s Theory of Needs (or Acquired Needs Theory)
People motivated by one of three needs. Люди должны управляться и мотивироваться в соответствии с тем, в какой категории они.
McClelland used a Thematic Apperception Test (TAT) to determine an individual’s needs.
Motivation Models \ Herzberg’s Two-Factor Theory of Motivation
2 streams:
-
Hygiene agents are expectations for employment:
paycheck, insurance, safe working environment. Will not motivate, but their absence will de-motivate. -
Motivating agents are motivators for employees
such as responsibility, self-actualization, professional growth, Recognition
Models of Skill Mastery
Shu-Ha-Ri Model Of Skill Mastery (Agile)
Move through 3 levels of mastering a new skill or process:
1. Shu - rules are learned and obeyed
2. Ha - rules have been mastered through practice
3. Ri - rules become second nature
Dreyfus Model of Adult Skill Acquisition
Skills are learned through 5 stages:
1. Novice
2. Advanced beginner
3. Competent
4. Proficient
5. Expert
T-Shaped Skills
- I-shaped - узкий спец
- T-shaped - широкий (обязательны в agile, но в других тоже желательны, при этом сохраняя свою специализированность)
Situational Leadership Models
Situational Leadership II
(Ken Blanchard)
Основывается на двух факторах:
AS you learn a person’s competence and know how to help them to improve their skills,
AND you know their commitment (=confidence and motivation) is solid,
THEN leadership approach evolves from directing to just delegating
……………
The OSCAR Model
(Whittleworth and Gilbert)
Helps leaders define goals for individual team members
- Outcome - стратегические цели индивидума
- Situation - где сейчас
- Choises/consequences - индивид принимает решение как достигать целей
- Actions - действия
- Review - проверяем, что движемся правильно
Team Development Models
Tuckman Ladder Model of Team Formation
-
Forming
team meets and learns about their roles and responsibilities on the project. Little interaction among the project team happens in this stage as the team is learning about the project and project manager. -
Storming
There are disagreements as people learn to work together -
Norming
Team accepts their works and starts to work, begins to rely on one another, and generally complete their project assignments. -
Performing
COLLABORATION. Trust one another, work well together, and issues and problems get resolved quickly and effectively. -
Adjourning
the project ends and the team is disbanded
Drexler/Sibbet Team Performance Model
- Step 1: Orientation, or “WHY?”
- Step 2: Trust building or “WHO?”
- Step 3: Goal clarification or “WHAT?”
- Step 4: Commitment or “HOW?”
- Step 5: Implementation
- Step 6: High-performance
- Step 7: Renewal
ECO - building vs supporting team
