Team leadership Flashcards

Question

Performing (Leader Support in Team Development)

Answer 1

-Maintain performance -Continue to promote successful collaboration -Integrate new members -Avoid relapse in prior phases

Answer 2

Team leadership includes diversity management * There is an increasing level of diversity/heterogeneity in teams (e.g., with respect to gender, age, nationality etc.) * Causes for increased diversity, e.g.: − Globalization − Individual mobility, changes in roles − Demographic changes

Answer 3

e.g., age , gender , nationality , origin , education level , hierarchical level , function

Answer 4

* These are usually visible to all members at the beginning of a team formation, as they are perceivable without interaction. * These dimensions are not easily changeable and are often used as a basis for distinction and discrimination.

Answer 5

* These emerge only during the course of team development * They can often overlay the primary diversity characteristics.

Answer 6

Communication style, family status , personality , work style, work values , work experience , informal knowledge and role in the organization , native language , religion )

Answer 7

Team Diversity --> +/- Team performance page 39

Answer 8

New research makes it increasingly clear that companies with more diverse workforces perform better financially --> Functional diversity shows mixed effects, with some studies indicating that it amplifies conflicts and reduces performance, while others show the exact opposite.

Answer 9

Improved information processing: «More Diversity, more cognitive resources, better outcomes of teamwork.»

Answer 10

Social categorization leads to subgroup formation: «More diversity, worse interpersonal processes, diminished team outcomes.»

Answer 11

Realizing the positive potential while preventing possible negative effects

Answer 12

-Individuals like and are attracted to others that are similar to themselves (e.g. gender, age, values etc.) - Synergy effect: Resources can complement each other („The whole is more than the sum of its parts“)

Answer 13

-Diverse teams may come to better decisions due to their plus of resources (more knowledge, more competencies, more experiences) than uniform teams -Diverse teams may avoid ‘group think’ more effectively -Diverse teams may help to increase organizational performance

Answer 14

The tendency for Groups to think in Harmony

Answer 15

-Individuals like and are attracted to others that are similar to themselves (e.g. gender, age, values etc.) -Formation of subgroups in teams based on diversity characteristics and identification of team members with these subgroups

Answer 16

-Dissimilar persons within a team tend to reduce communication and cooperation -Due to risk of subgroup formation: Less cohesion, less commitment to joint tasks, reduced performance -Diverse teams may reduce organizational performance due to mistakes in communication, reduced cooperation etc.

Answer 17

-Increased performance due to enhanced problem solving and decision making -Increased creativity,innovation, and customer understanding -Mutual learning and motivation -Avoidance of groupthink

Answer 18

-Conflicts due to prejudices and stereotyping -Mistrust and misunderstandings -Communication and coordination problems: process losses -Loss of productivity due to increased time investment

Answer 19

1. Consciously put together diverse teams 2.Develop a shared group or organizational identity 3.Develop a culture for diversity and appreciation

Answer 20

-Use diverse teams above all for complex tasks, which involve departing from the routine - Avoid strong faultlines (imaginary lines between the person of the subgroups within in your team )

Answer 21

-Convey higher order similarities (company culture and identity, etc.) -Special team building measures, encourage informal contact, etc. -Encourage informal contacts

Answer 22

-Encourage intensive discussions and empathy, openly address differences -Demonstrate value of diversity for the team

Answer 23

Cognitive, affective, motivational categories that are “dynamic in nature and vary as function of team context, inputs, processes, and outcomes”

Answer 24

1. Cognitive Team Emergent States (CTES) 2.Affective Team Emergent States (ATES) 3. Motivational Team Emergent States (MTES) 4.Cognitive/Affective Team Emergent States (CATES) 5. Cognitive/Motivational Team Emergent States (CMTES)

Answer 25

Cognitive TES concern member beliefs or thoughts 1. Team Cognition 2.Team Trust 3.Team Climates

Answer 26

-Team cognition is the manner in which knowledge for team functioning is mentally organized, represented, and distributed within a team -Antecedents: e.g. Team design, team composition, team leadership -Team cognition positively predicts outcomes such as team performance as well as team behavioral and motivational processes

Answer 27

-Team trust reflects members’ beliefs in the «dependability and trustworhiness of team members» -Antecedents: Member ability, integrity, and emotional intelligence -Outcomes: Team trust positively impacts team-level outcomes such as team attitudes, information processing, and performance

Answer 28

-Team climates reflect member perceptions of norms, attitudes, and expectations perceived to operate within a specific context -Outcomes: Facet-specific team climates impact team-level performance, behavioral, and cognitive outcome

Answer 29

Affective TES includes psychological states relating to feelings, attitudes, and emotions 1. Team Cohesion 2.Team Psychological Safety

Answer 30

-Team cohesion means members are emotionally attached and bonded to one another and committed toward the team -Observations on changes: Experiments on astronauts in isolated, extreme environments -Antecedents: Shared responsible leadership responsibilities, open information sharing among team members, interdependence among team member -Outcomes: Cohesive teams tend to perform better than non-cohesive teams; also in reverse (better performing teams can become more cohesive as a result of their successes) -Long-term effects: Effects of team cohesion can last even after the team has disbanded – particularly cohesive teams may develop friendships and networks that they draw on for the rest of their lives.

Answer 31

-Team psychological safety concerns beliefs that the team is safe for interpersonal risk-taking -Antecedents: Team leadership and composition -Outcomes: Team psychological safety engenders desirable outcomes including performance, behavioral, and affective outcomes

Answer 32

constructs reflect team beliefs relating to the intensity, direction, and effort regulation toward team task accomplishment 1. Team Confidence

Answer 33

- Despite the proliferation of team confidence-related constructs and team efficacy (beliefs about task-specific team ability) are the most researched. -Antecedents: Organizational support and formalization, team composition, and team leadership (shared, empowering, transformational leadership), team trust and empowerment -Outcomes: Team confidence-related constructs are related to team performance outcomes

Answer 34

Team context --> Team states --> team process --> team effectiveness page 55

Answer 35

1. Relationship conflict 2. Process conflict 3.Task conflict

Answer 36

Emotional tensions on an interpersonal basis (e.g., dislike among group members, feelings of tensions and friction) --> To be avoided --> Speak openly, discuss and overcome

Answer 37

Controversies over issues of duty, responsibilities, power and resource delegation --> Initially allow and discuss --> To be avoided later on

Answer 38

Differences in viewpoints and opinions related to the content of the team‘s tasks --> Allow at the beginning of the project and during the work phase --> Utilize productively by means of discussion rules, brainstorming, etc.

Answer 39

A meta-analysis was conducted to examine how three different types of intragroup conflicts affect the group.

Answer 40

- Relationship conflicts and process conflicts show a negative correlation with group performance. - Task conflicts show no correlation with group performance. BUT: Task conflicts can negatively impact performance if they excalate into relationship conflicts. page 57

Answer 41

Corrected correlation between task conflict and team performance

Answer 42

-Social loafing: When working in groups, people put less effort in a task than they would put in the same task when working alone. -Social loafing can occur when individual inputs cannot be identified and decreases motivation -This leads to lower team performance -As one example, social loafing studies observe the “bystander effect” -“Bystander effect”= When the presence of others discourages an individual from intervening in an emergency situation -Underlying problem of the “bystander effect”: Diffusion of responsibility

Answer 43

-Increase the transparency and identification possibilities of individual results -Incentive system: Combination of individual- and team-based compensation -Allocate meaningful activitites -Offer the possibility for team members to choose their tasks within the team

Answer 44

1. Provide Sufficient Resources & Support 2.Create a Positive Team Culture: 3.Targeted Team Formation & Composition 4.Encourage Team Development & Training 5.Assess the Necessity of Teams

Answer 45

- Ensure teams have access to necessary tools, technologies, and budgets. -Establish clear leadership structures to provide direction and foster collaboratio

Answer 46

- Promote a supportive climate based on trust and psychological safety - Strengthen teamwork by incentivizing and rewarding collective success

Answer 47

- Prefer small teams to minimize coordination efforts and inefficiencies - Select members with the right technical skills and interpersonal competencies

Answer 48

- Offer training in communication, conflict resolution, and collaboration - Ensure all team members share a common vision, clear goals, and a unified understanding of tasks

Answer 49

-Implement teams only where interdependent collaboration adds value - Avoid unnecessary team structures when individual work is more efficient

Answer 50

- Primary (surface) diversity dimensions - Secondary (deep) diversity dimensions

Answer 51

- Primary dimensions of diversity are visible for all members right after team composition, because they can be recognized without interaction - Primary dimensions are relatively stable and often provide a basis for boundaries and discrimination

Answer 52

- Age - Gender - Nationality / Ethnicity - Education - Hierarchical position - Function in company

Answer 53

- Secondary dimensions of diversity become obvious during the team development process - Primary dimensions are often overlaid by secondary diversity characteristics

Answer 54

- Communication style - Family status - Personality - Role in the organization - Informal knowledge - Religion - Language - Values at work - Foreign experience - Working style

Answer 55

1. The optimistic view on diversity: Improved information processing: "More diversity, more cognitive resources, better outcomes of teamwork" 2. The pessimistic view on diversity – Social categorization leads to subgroup formation: "More diversity, worse interpersonal processes, diminished team outcomes"

Answer 56

Realizing the positive potential while preventing possible negative effects

Answer 57

- Increased performance due to improvement in problem solving and decision-making abilities - Increased creativity, innovation, and customer understanding - Mutual learning and motivation - Avoidance of groupthink

Answer 58

- Conflicts due to prejudices and stereotyping - Mistrust and misunderstandings - Communication and coordination problems: process losses - Loss of productivity due to increased time investmen

Answer 59

1. Start of the Project 2. Early Phase 3. Middle Phase 4. Late Phase

Answer 60

- Identify network of team members (outline network of relationships) - Develop clear understanding of access to external resources (e.g., information, policy, technical support)

Answer 61

- Observe and interview environment to better understand the end user - Identify dependencies: Who is affected by the project? Who might potentially take over the project later? Build relationships with these groups - Alignment of own project with the strategic direction of the organization

Answer 62

- Identify missing know-how within the own team and ensure external access to this knowledge. - Close coordination with other teams regarding issues and specifications. Close coordination of schedules - Ensure top management support (facilitated access to resources and decision makers)

Answer 63

- Ensure support in the organization to allow for successful implementation - Maintain a good relationship with top management and sustain their enthusiasm for the project

Answer 64

- The external perspective on teams shows that boundary management activities influence team performance - Boundary management can relate to groups external to the company (e.g., customers, competitors) or internal to the company (e.g., sales, production, marketing) - A clear understanding of the access to key resources and the political landscape (key decision makers) increases a project's chance of success

Answer 65

1. Scouting 2. Ambassadorship 3. Task Coordination

Answer 66

Activities aimed at developing an understanding of the environment (e.g. market) and possible barriers (e.g. technical problems)

Answer 67

Activities aimed at building a good relationship with decision-makers (e.g. top management)

Answer 68

Activities aimed at gaining access to the resources present in the environment (e.g. know-how of other teams)

Team leadership Flashcards

(92 cards)