Chapter 4: Building Teams, Adaptive and Situational Leadership, and Leadership Power

Question 1

Leadership Climate

Answer 1

The state of what employees or subordinates believe regarding how the leader has shaped the organizational climate in terms of the level of trust they have in the leader and the label of empowerment they have to perform duties and responsibilities in the organization

Question 2

How can a leader create a positive leadership climate/foster team building?

Answer 2

Create an environment that rewards followers who are bold and innovative in accomplishing their duties and responsibilities

Create a trusting environment and invite collaboration

Question 3

The responsibility to creating and maintaining the leadership climate rests with?

Answer 3

The leader

Question 4

Stages of Team Building

Answer 4

1. Formation
2. Enrichment
3. Sustainment

Question 5

Line-and-Staff Organizational Structure

Answer 5

Each level of the organization has a specific role and responsibility to perform. Vision and mission (starting at top) cascades down. This allows for a focused effort in providing a product or service that is consistent.

Question 6

Flatter Organizational Structure

Answer 6

Less defined than Line-and-Staff. Usually used for not-for-profit organizations where team members might be volunteers. Teams are interdependent of each other and also not responsible to support each other but depend on the executive team to help lead. No formal authority between the executive and volunteer group.

Question 7

Formation

Answer 7

• In team building, leader is responsible for welcoming or receiving new team members to the organization. They also identify leadership style to the new member and ensures that they are synchronized in knowing operating procedures and organization’s mission.
• How the leader “receives” and “orients” a new team member is crucial to the member feeling fully accepted as part of the team
• Introductions, figuring out the roles

Question 8

Characteristics of forming a close team

Answer 8

• Developing a strong dyadic foundation of leader-member trust
• Trusting that each team member is able to predict the actions of what the other will do in a work situation
• Team members working together to accomplish the organization’s vision and mission within the constraints of the organization’s operational intent
• Executing tasks to a high standard in the appropriate time limit with the resources provided, meeting the standard, or scope, of work and when time and circumstances permit, exceeding established standard
• Excelling in the accomplishment of demanding challenges, reflecting to learn from the teams’ historical experiences to better synchronize the organization’s next effort and accomplish the mission more efficiently and effectively
• Celebrating and developing pride in individual and team accomplishments to build on the organization’s history of success

Question 9

Enrichment

Answer 9

• In team building, leaders learn to trust followers by listening, following up on what they hear, establishing clear lines of authority, and setting standards. The most important thing a leader does to strengthen the team is ensuring for individual and collective training.
• Establish roles/goals, figuring out how group can work together, rules

Question 10

What stage of building teams is training planned?

Answer 10

Enrichment

Question 11

Sustainment

Answer 11

• In team building, employees do what is necessary to obtain organizational success without being directed to do so. They clearly identify with their team, develop personal ownership or tasks, and take pride in team accomplishments
• Team is able to perform on their own, leaders are able to step back

Question 12

Adaptability

Answer 12

The quality of being able to adjust to new conditions

Question 13

Adaptive leaders

Answer 13

• Recognize changes in the environment affecting the organization
• Identify the critical elements of the situation
• Make the appropriate decision to address the situation

Question 14

Area of Operation/Responsibility

Answer 14

• The working environment that directly impacts the day-to-day operations inside and outside the organization
• Can come in the form of short-term operational opportunities and threats (regulatory changes, collective bargaining, supply chain issues, etc.)
• Team effort

Question 15

Area of Interest

Answer 15

• Area the leader needs to be situationally aware of outside of the day-to-day operations
• Area where the leader adapts to and influences actions outside of the immediate scope of his or her assigned area of operation/responsibility. Area can be occupied by an organization that does not normally compete with your organization
• Only leaders are concerned

Question 16

Adaptive Culture

Answer 16

AKA Learning Organization
Policies, procedures, and practices that support the leadership team’s ability to respond quickly to changing environmental conditions

Question 17

What does adaptive culture encourage

Answer 17

• Take calculated risks
• Experiment to develop baseline response actions
• Innovate to solve unique circumstances
• Learn from these experiences

Question 18

Power

Answer 18

The potential ability to influence behavior, change the course of events, overcome resistance, get people to do things that they would not otherwise do

Question 19

Personal Power

Answer 19

• Derived from followers and is based on the leader’s or on a particular follower’s behaviors in terms of the amount of referent and expert power the leader possesses
• Can be viewed as a spiritual power or a personal character quality that gives an individual influence or authority over a group of people

Question 20

Position Power

Answer 20

• Derived from executive leaders or governing bodies and is commonly delegated down the chain of command
  EX: Government & Military organizations

Question 21

Types of Personal Power

Answer 21

• Expert
• Referent

Question 22

Expert Power

Answer 22

• Leader possesses relevant knowledge of organization, technical skills, and people skills
• Will only remain as long as followers depend on leader

Question 23

Referent Power

Answer 23

• Centers around the desire of others to please the leader or a particular follower
• Related to charisma

Question 24

Types of Position Power

Answer 24

• Legitimate
• Coercive
• Reward
• Information
• Ecological

Question 25

Legitimate Power

Answer 25

Formal authority over work activities given to a subordinate leader by owner’s or senior executives

Question 26

Coercive Power

Answer 26

Based on the leader’s authority over punishments

Question 27

Reward Power

Answer 27

Perception by the follower that the leader controls important resources and rewards desired by the follower

Question 28

Information Power

Answer 28

• Control of information both laterally and vertically
• Involves access to essential information and control over its distribution to others

Question 29

Ecological Power

Answer 29

Involves control over the physical work environment, technology, and organization and provides an opportunity for indirect influence over other people

Question 30

How does applied power impact organizations: Leader Power: A Privilege or Right?

Answer 30

Some leaders create a leadership climate of coercion and intimidation to gain advantages for themselves, many others use position power as a supplemental gift, acting as if the power given to them is a privilege to foster a harmonious leadership climate that encourages cooperation and a willing effort from followers

Question 31

How does applied power impact organizations: The Leader-to-Follower Power Gap

Answer 31

Least attractive outcome of exercise of power. This is the result of a leaderless organization.

Leaders cannot afford to be invisible and just manage the organization. They need to understand the power they possess

Question 32

How does applied power impact organizations: Preventing the Abuse of Power

Answer 32

Organizational stakeholders target unpopular or abusive leaders and diminish their personal power and try to strip their position power

Organizations require effective means of holding legitimate and informal leaders accountable, and these leaders can serve as checks and balances for those unseen power brokers that keep an organization from achieving its vision and mission

Question 33

How does applied power impact organizations: Leader and Management Power: Two Views

Answer 33

Managers set rules, while leaders exert influence over followers by persuading them

Question 34

How does applied power impact organizations: The Politics of Power (Power Politics & Political Power)

Answer 34

Power politics: being very clear about where the formal organizational position power resides and how it is used
Political power: when people choose their words and actions based on influencing how they want others to react rather than based on what they really think

Question 35

Political Skill

Answer 35

Refers to a person’s interpersonal style, including their ability to relate well to others, self-monitor, alter their reactions depending on the situation, and inspire confidence and trust