Class 5 Developing Management Skills
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This document discusses developing management skills related to leadership, team effectiveness, and diversity. It covers topics such as leadership styles, team development models, managing diversity, and challenges teams may face. Key points discussed include situational leadership theory, transformational versus transactional leadership, forming-storming-norming-performing stages of team development, and surface-level versus deep-level diversity.
Class 5 Developing Management Skills
- 1. Developing Management Skills Leadership, Team Effectiveness and Diversity Barbara Fowler Class 5 McGraw-Hill/Irwin Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
- 2. 7-2 Review of the Week Did anyone redo their goals or help their people to redo goals? Did anyone use any new influence techniques? Did anyone interview someone and use behavior based/situational questioning?
- 3. 7-3 End of Last Week BuildSocial Networks-to get things done, to build influence, go beyond organization and industry Mistakes-taking credit, not meeting commitments, using power to show who’s in charge, not asking for help,
- 4. 7-4 Leadership Run Amok What happens when a leader has a strong achievement drive, but a weak or neutral drive for power and affiliation? Why do you think achievement drive has gone up? Where do you see power and affiliation going in the future?
- 5. Introduction Leadership Who said, Leadership is “taking people in a direction they would not go otherwise”? Does anyone have another leadership quote to share? 7-5
- 6. 7-6 What are some Leadership Myths that you have heard or dealt with?
- 7. 7-7 Myths of Leaders What is the Great Man theory? Leaders are born, not made? Leaders need to be Charismatic? Others???
- 8. 7-8 Leadership Matters People are hungry for ways to learn about how to more effectively lead and improve their organizations There are so many models, it is hard to know what is really associated with leadership effectiveness
- 9. 7-9 Important Personal Traits in Leadership Intelligence Dominance Sociability Self-monitoring High energy level or drive Self-confidence Tolerance for ambiguity
- 10. 7-10 Discussion Question? What characteristic do people most admire in a leader? A. Charisma B. Forward-looking C. Inspiring D. Competent
- 11. 7-11 Lessons in Leadership Traits Leadership traits are always good predictors of leadership effectiveness?? The same leader is not always the right leader?? Wonderful diversity in the types of people who have the propensity to be effective leaders?
- 12. 7-12 Lessons in Leadership Traits What about the type of leader that we like?? Are we biased? Did you ever meet someone you didn’t particularly admire who was a good leader?
- 13. 7-13 Transactional Leadership “Doing”vs .”Being” What is the difference? Why is a “doing” leader sometimes better when there is a task at hand? When is a being leader more necessary?
- 14. 7-14 Situational Leadership Approach 1. Understanding the difference between supportive and directive behavior 2. How those two different types of leader behavior combine to form the four different leadership styles 3. The four potential developmental levels of followers 4. How to match style to developmental level
- 15. 7-15 Directive and Supportive Behaviors Directive behavior extent to which a leader engages in one- way communication Tells the follower what to do, where, when, and how to do it Structure, control, supervise
- 16. 7-16 Directive and Supportive Behaviors Supportive behavior extent to which a leader engages in two- way communication Provides support and encouragement Facilitates interaction Involves the follower in decision-making Praise, listen, facilitate
- 17. 7-17 Four Behavioral Styles of Situational Leadership Directing Coaching Supporting Delegating
- 18. 7-18 Using the Four Behavioral Styles Development level Competence and Commitment of followers to perform a particular task without supervision Factor that determines which of the four styles should be used
- 19. 7-19 When, if ever, is a Directive style better? Why Why Not? Are most women good at directive styles? Why or why not?
- 20. 7-20 Question? Which leadership style is high in supportive behavior and low in directive behavior? A. Supporting B. Coaching C. Delegating D. Directing
- 21. 7-21 The Four Leadership Styles
- 22. 7-22 • Discussion A new associate With Experience? Without much experience? An Experienced, Successful Associate? An Unsuccessful Associate?
- 23. 7-23 Leading Through Transactions Transactional leader behavior Represents an exchange or transaction between the leader and follower
- 24. 7-24 Transactional Leader Behaviors Management-by-exception Contingent reward behavior Contingent punishment
- 25. 7-25 Transformational Leader Behaviors Transformational Leader Behaviors “seek to arouse and satisfy higher needs, to engage the full person of the follower”
- 26. 7-26 Transformational Leader Behaviors Articulating a vision Providing an appropriate model Fostering the acceptance of group goals High performance expectations Providing individualized support Intellectual stimulation
- 27. 7-27 You have been appointed Tell us your vision? How do you articulate it? What story would you share?
- 28. 7-28 Transformational Leadership Organizational citizenship behaviors discretionary behaviors that are beneficial to the organization but are not explicitly recognized by the formal reward system
- 29. 7-29 Organizational Citizenship Behaviors Altruism Civic virtue Conscientiousness Courtesy Sportsmanship
- 30. 7-30 Articulate a Vision Increase your eye contact Vary the speed and volume of your voice Repeat the vision often Explain the significance of the vision Appeal to your audience’s values
- 31. 7-31 Articulate a Vision Use metaphors Use emotional appeals Speak in positive terms Use the term “we” instead of “I”
- 32. 7-32 Providing an Appropriate Model What specific behaviors do you feel are important to role-model? Role modeling sets an environmental cue in the mind of a person that this behavior is important and that it should be emulated
- 33. 7-33 Providing an Appropriate Model DWYSYWD – Do what you say you will do
- 34. 7-34 Question? What is leader behavior that challenges followers to re-examine assumptions about their work ? A. Fostering the Acceptance of Group Goals B. High performance expectations C. Providing individualized support D. Intellectual stimulation
- 35. 7-35 Transformational Leader Behaviors Fostering the Acceptance of Group Goals “Behavior on the part of the leader aimed at promoting cooperation among employees and getting them to work together toward a common goal”
- 36. 7-36 Transformational Leader Behaviors High performance expectations behavior that demonstrates the leader’s expectations for excellence, quality, and/or high performance on the part of followers
- 37. 7-37 “Pygmalion Effect” What is it? How do leaders exhibit it? For good? For bad?
- 38. 7-38 Transformational Leader Behaviors Providing individualized support leader behavior indicating that he respects followers and is concerned about their personal feelings and needs Examples??
- 39. 7-39 Transformational Leader Behaviors Intellectual stimulation leader behavior that challenges followers to re-examine assumptions about their work and rethink how it can be performed Examples??
- 40. 7-40 Common Ways of Showing Intellectual Stimulation Encouraging the imagination of employees Challenging the old ways of doing things Looking for better ways to do things Willing to take risks Making it acceptable to fail
- 41. 7-41 Becoming a Leader Startwith assessment Actively engage in leadership opportunities wherever they might present themselves Be willing to lead people in a new direction
- 42. What is Your Leadership Style? Takea leadership questionnaire at www.nwlink.com to determine your leadership style. 7-42
- 43. 8-43 Myths of Teamwork 1. What are some of the myths of teamwork?
- 44. 8-44 When Do Teams Make Sense? Teams are better when no individual “expert” exists Teams are often superior in stimulating innovation and creativity Teams can help create a context where people feel connected and valued
- 45. 8-45 Question? What is a group of people who are collectively accountable for definable outcomes? A. Squad B. Panel C. Team D. Band
- 46. 8-46 High Performing Teams Team a group of people who are collectively accountable for definable outcomes
- 47. 8-47 High Performing Teams High performance team One that produces high-quality work but also has members who derive value from being part of the group, and are able to learn from each project in ways that make them able to cooperate even better in the future
- 48. 8-48 The High-Performance Team Scoreboard Production output Member satisfaction Capacity for continued cooperation
- 49. 7-49 Are we a Team? If yes. Why? If no, what would make us a team?
- 50. 8-50 The Disciplines of High Performing Teams 1. Small size 2. Capable and complementary members 3. Shared purpose and performance objectives 4. Productive norms and working approach 5. Mutual accountability
- 51. 8-51 Question? What is the ideal size for a high-performance group? A. 1-2 B. 3-5 C. 5-8 D. 12-15
- 52. 8-52 Small Size High performing groups are rarely more than 10 people Ideally are between 5 and 8 members Bezos – “two pizza group”
- 53. 8-53 KSA Requirements for Teamwork Conflictresolution Collaborative problem solving Communication Goal setting and performance management Planning and task coordination
- 54. 8-54 Common Purpose and Performance Objectives Outcome-based goals describe the specific outcomes by which success will be determined How would we know success? When would we declare victory? Activity-based goals describe just the activities
- 55. 8-55 Examples of Outcome vs. Activity Goals
- 56. 8-56 Team Development Forming Storming Norming Performing
- 57. 8-57 Team Development Forming primary concern is the initial entry of members to a group What is the acceptable behavior? Storming Period of high emotion and tension among the members Hostility and infighting between members Conflict may develop over leadership
- 58. 8-58 Team Development Norming point at which the group begins to come together as a coordinated unit Group will try to regulate behavior Performing see the emergence of a mature, organized and well-functioning team
- 59. 8-59 Discussion Question? Which stage of team development is most important for group success? A. Forming B. Storming C. Norming D. Performing
- 60. 8-60 Productive Norms Prescriptive dictates what should be done Proscriptive dictates behaviors that should be avoided
- 61. 8-61 Mutual Accountability Two types of team rewards Cooperative Competitive Appropriateness depends on degree of task, interdependence, culture?
- 62. 8-62 Team Rewards Cooperative rewards are distributed equally among members of the team Competitive members are rewarded for successful performance as individuals in the team
- 63. 8-63 High-Performance Team Challenge 1. Keep the group small 2. Focus on complementary skill-sets 3. Set clear outcome-based goals 4. Enforce productive norms and conflict management 5. Match rewards to contributions
- 64. 8-64 Managing Threats to Team Performance What is a Risky shift ? Who is an Innocent bystander in a team? Can you give any examples of where a risky shift or an innocent bystander were observed?
- 65. 8-65 Managing Threats to Team Performance What is Choking? What is an Escalation of commitment ? Time-Warner Example
- 66. 8-66 Information Processing Threats 1. People are remarkably poor at taking the perspective of others 2. Left unmanaged, in any team a handful of people will do the majority of talking which leads to uneven communication
- 67. 8-67 Social Loafing Social Loafing situation in which some people do not work as hard in groups as they do individually “Sucker aversion” everyone wants to avoid being taken advantage of so team members hedge their efforts and wait to see what other members will do
- 68. 8-68 Social Pressures to Conform Members strive so hard to maintain harmony and cohesion that they end up avoiding the discomforts of disagreement
- 69. 8-69 Managing Diversity Group functioning is more difficult because diverse people are less likely to see or understand situations in similar ways Diverse teams have the potential to achieve better outcomes
- 70. 8-70 Managing Diversity Successful diverse team is one where people: Are aware of important differences Understand how differences might influence team processes Take explicit action to bring the team together
- 71. 8-71 Traps of Diversity Awareness Tendency to romanticize diversity Deny or ignore important differences and the potential for those differences to affect team processes and outcomes People only talk about observable or “surface-level” diversity
- 74. 8-74 Understanding Most difficult challenges: 1. Managing people from different cultures 2. Managing those younger or older than they are 3. Communicating with those from the opposite sex
- 75. 8-75 Cultural Differences Power distance Individualism vs. collectivism Achievement vs. nurturing orientation Uncertainty avoidance Long-term vs. short-term orientation
- 76. 8-76 Generational Differences Traditionalist born between 1922 and 1943 Baby boomers born between mid 1940s and early 1960s Generation X born during mid 1960s through about 1980 Millenials born in the early 1980s through the turn of the century
- 78. 8-78 Make a Diverse Team Productive What are some ways to do this?
- 79. 8-79 Effective Team Interventions Understanding member profiles Meyer-Briggs Type Indicator Building team cohesion persons in a highly cohesive group value their membership and strive to maintain positive relationships Conducting after action reports and process checks Dealing directly with a free rider
- 80. 8-80 Creative Problem Solving Techniques Divergent thinking producing multiple or alternative answers from available information Subdivision Usinganalogies Reversing the problem
- 81. 8-81 Virtual Teams and Meetings Electronic meetings Advantages anonymity, honesty, and speed Disadvantages establishing relationships dealing with sensitive issues persuade a team to commit to a course of action
- 82. 8-82 Team Effectiveness Assessment Take the Team Effectiveness Assessment from PSA Training and Development to determine your team’s strengths and weaknesses. Team Effectiveness Assessment
Editor's Notes
- #11: All are admired by others – there is no one best answer. See next slide.
- #21: The correct answer is “A” – supporting. See next slide.
- #35: The correct answer is “D” - Intellectual stimulation. See slide 7-35.
- #46: The correct answer is “C” – team. See next slide.
- #52: The correct answer is “C” – 5-8. See next slide.
- #60: There is no one best answer. All are important. See slides 8-16 & 8-17.