MGMT 3720 Lecture 6Outline of Last Lecture Chapter 9- Foundations of group behaviorI. Group definition and typesII. Five stages of group developmentIII. Change of role requirements in situationsIV. Norms, status, and influence on behaviorV. How group size affects performanceVI. Cohesive groups: benefits and disadvantagesVII. Implications of diversity for group effectivenessVIII. Group decision making: strength and weaknessesIX. Effectiveness of brainstorming and nominal group techniqueChapter 10- understand work teamsI. Growing population of teamsII. Contrasting groups and teamsIII. Five types of teamsIV. Characteristics of effective teamsV. How to create team playersVI. When to use individualsOutline of Current Lecture Chapter 12- LeadershipI. Contrast leadership and managementII. Conclusions of trait theories of leadershipIII. Central tenets and limitations of behavioral theoriesIV. Assessing contingency theories of leadership by level of supportV. Charismatic and transformational leadershipThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.VI. Authentic leadership definitionVII. Mentoring and understanding leadershipVIII. Challenges to the effectiveness of leadershipChapter 13- Power and politicsI. Contrasting power and leadershipII. Five bases of powerIII. Role of dependence in power relationshipsIV. Power or influence tactics and their contingenciesV. Connection between sexual harassment and power abuseVI. Causes and consequences of political behaviorVII. Applying impression management techniquesVIII. Determining if a political action is ethicalCurrent LectureCh. 12Leadership- The capacity to influence a group toward the accomplishment of a vision or a set of goals*Not all leaders are managers and not all managers are leadersNonsanctioned leadership- the ability to influence that happens outside of the formal structureof the organization. These are leaders that can arise within groups and aren’t formally assigned that role. *Nonsanctioned leadership is usually as important or even more important than formal leadership.Strong leadership and strong management are needed for the most effectiveness.Leaders:- Challenge the status quo- Create visions of the future- Inspire organization members to want to achieve the goalManagers:- Create detailed plans- Create efficient organizational structures- Oversee day-to-day operationsTraits and theories of leadership:- The search for personality, social, physical, or intellectual characteristics that differentiate leaders from non-leaders goes back to the earliest stages of leadership research. - Focuses on personal qualities and characteristics that leaders have- After numerous studies, the best researchers could say was that most leaders were not like other people. Eventually, a breakthrough happened when researchers started organizing traits under the Big Five personality framework. Most of the dozens of traits from various leadership reviews fit under one of the Big Five, giving strong support to traits as predictors of leadership.- Extraversion was found to be the most important trait when it comes to effective leaders but it is more strongly associated with the way leaders emerge than to their effectiveness itself- Emotional intelligence may indicate effective leadership as well.- A core component of emotional intelligence is empathy. Empathetic leaders can sense others’ needs, listen to what followers say (and don’t say), and read the reactions of others. A leader who effectively displays and manages emotions will findit easier to influence the feelings of followers, by both expressing genuine sympathy and enthusiasm for good performance and by using irritation for those who fail to perform. The trait approach trait summary:Good leaders- Like being around other people- Are able to be assertive (extraversion- Are disciplined and able to keep commitments they make (conscientiousness)- Are creative and flexible (openness)Conclusion of trait theories:Contrary to what was believed 20 years ago, and thanks to the Big Five, it can now be said that traits can predict leadership. Traits do a better job at predicting the emergence and appearance of leadership than actually distinguishing between effective and ineffective leaders. Just because someone has the traits, and others consider that person a leader, doesn’t mean the leader is successful at getting the group to obtain their goals.Behavioral theories of leadership: imply that we can train individuals to be leaders. Ohio State studiesTwo behaviors that accounted for most leadership behavior were:- Initiating structure: the degree to which a leader is likely to define and structure roles for himself/herself and for their employees in the search of goal attainment. * A leader with a high initiation of structure is someone who assigns group members to particular tasks, expects workers to maintain definite standards of performance and. emphasizes the meeting of deadlines - Consideration: The degree to which an individual’s job relationships are characterized by mutual trust, respect for employee ideas, and regard for their feelings. A leader with a high degree of consideration helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support. University of Michigan studiesTwo behavior types:Employee oriented leader- emphasizes interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them. *Is similar to consideration Production oriented leader- emphasizes the technical or task aspects of the job, focusing on accomplishing the group’s tasks. *Is similar to initiating structure The GLOBE study- suggests that there are international differences in preference for initiating structure and consideration.Example: based on the values of Brazilian employees, a U.S. manager leading a team in Brazil would need to be team oriented, participative, and humane. Leaders high in consideration would succeed the most in this culture. They DO NOT prefer leaders who take self-governing decisions and act alone without engaging the group.Summary:- Leaders who have specific traits and display consideration and structure behaviors seem to be more effective.- Traits and behaviors do not guarantee success, and context is an important factoras well.The