Leadership & Group Performance

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Questions and Answers

Match the leadership functions, according to Barnard (1938), with their descriptions:

Direction = Formulating and defining the purpose and objectives of the organization. Motivation = Promoting the securing of essential efforts from individuals within the organization. Design = Providing the system of communication within the organization. Control = Ensuring that organizational activities align with the defined objectives.

Match the dimensions of group structure with their priorities:

Hierarchical = Efficiency is priority. Egalitarian = Individual participation is priority. Homogenous = Cohesion & consensus are priorities. Heterogeneous = Learning & creativity are priorities.

Match the elements from the Model of Group Performance with its corresponding category:

Individual characteristics = INPUTS Communication = PROCESS Creativity = OUTPUTS Environmental Factors = INPUTS

Match the following group structure elements with their descriptions:

<p>Homogeneity = The degree to which group members are similar in characteristics. Hierarchy = The level of power distribution among group members. Division of Labor = The specialization of tasks within a group. Group Size = The number of members within a group.</p> Signup and view all the answers

Match the following group process elements with their descriptions:

<p>Norms = Shared expectations about behavior within a group. Communication = The exchange of information and ideas among group members. Patterns of Influence = How decisions are made and who has the most impact. Conflict Resolution = Processes for addressing and resolving disagreements within the group.</p> Signup and view all the answers

Match each leadership quality to its impact during the 'Tanagram Exercise':

<p>Willingness to let go = Facilitated knowledge sharing and decentralized problem-solving. Courage to break social norms = Allowed for experimentation and innovative approaches. Emotional fortitude = Enabled the group to navigate ambiguity and uncertainty. Commitment to economic values = Focused on efficiency and achieving tangible outcomes.</p> Signup and view all the answers

Match the following key learning points from the Tanagram exercise with their corresponding actions:

<p>Contact production early = Ensures that the leadership can improve the design. Help them construct their own blueprint = Allows the production team to solve the design without being told what to do. Willingness to let go = Leadership decides to step back and let the rest of the team figure it out. Courage to break social norms, experiment = Promotes team members to come up with unorthodox ideas.</p> Signup and view all the answers

Match the leadership styles with their likely impact on team dynamics:

<p>Directive = High efficiency but low creativity and innovation. Participative = Enhanced team morale and increased engagement. Laissez-faire = Potential for chaos without self-direction and initiative. Transformational = Inspires motivation</p> Signup and view all the answers

Match the strategies that the Orpheus Chamber Orchestra utilizes with effects on its operation:

<p>Leadership by 'core' = Allows effective decision-making. Processes for decision-making = Allows efficiency and avoids individual agendas. Conflict around tasks, not players = Focuses the chamber on the design of the piece to increase creativity. Clear role definitions = Keeps team members from overstepping.</p> Signup and view all the answers

Match the examples with the leadership and participation assumptions from the scenario:

<p>Managers assume workers are only to be told what to do = Managers take on the 'design' responsibility. Workers assume that managers have the most useful knowledge = Workers will only perform to the design given to them. Workers assume that managers value efficiency the most = The team will prioritize efficiency over all other values. Managers assume that workers need close supervision = Supervision is required along with design.</p> Signup and view all the answers

Flashcards

Executive Work

The specialized work of maintaining the organization in operation.

Direction (in leadership)

To formulate and define the purpose, objectives, and ends of the organization

Motivation (in leadership)

To promote the securing of essential efforts within the organization.

Design (organizational architecture)

To provide the system of communication within the organization.

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Group Process

Patterns of influence.

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Norms

Established standards of behavior.

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Communication

How communications happen in the group

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Egalitarian

A group where individual participation is priority

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Hierarchical

A group where efficiency is priority

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Study Notes

  • Leadership and participation influence group performance.

Model of Group Performance

  • Inputs consist of individual characteristics and environmental factors.
  • Group structure involves homogeneity, hierarchy, and division of labor.
  • Group process includes norms, communication, patterns of influence, and cohesion.
  • Outputs are production, creativity, quality, efficiency, experience, growth, organizational gains, profits, and competitiveness.

The Problem with Leadership

  • There are many definitions of leadership.
  • Leadership theory is a hazy area in social psychology.
  • Ironically, more has been written, and less is known about leadership than any other topic in the behavioral sciences.

A Functional Approach to Leadership

  • The leader’s main job is to do or get done whatever needs to be done.
  • Emphasis is not so much on what the leader should do as on what needs to be done for effective performance.
  • Functional approach leaves room as to how to get critical functions accomplished.

Key Leadership Functions

  • Executive work is not that of the organization, but the specialized work of maintaining the organization in operation.
  • Direction involves formulating and defining the purpose, objectives, and ends of the organization.
  • Motivation involves promoting the securing of essential efforts.
  • Design refers to organizational architecture to provide the system of communication.

Tanagram Exercise: Key Learning Points

  • All-time record: 10 seconds.
  • Critical decisions involve contacting production early and helping them construct their own blueprint.
  • Leadership qualities include willingness to let go, courage to break social norms, experiment, emotional fortitude to move towards uncertainty, and commitment to both economic and social values.

The Challenge: Leadership & Participation

  • Assumptions managers and workers make about each other affect decision-making and behavior.

An Extreme Case: The Orpheus Chamber Orchestra

  • A 26-player orchestra with no conductor.
  • Leadership is by “core.”
  • There are processes for decision-making and conflict resolution.
  • Conflict revolves around tasks, not players.
  • Orpheus attends to most of Hackman’s guidelines.

Key Dimensions of Group Structure and Their Relation to Group Objectives

  • Hierarchical structures prioritize efficiency and individual participation.
  • Egalitarian structures prioritize cohesion, consensus, learning, and creativity.
  • Heterogeneous groups prioritize individual participation, learning and creativity
  • Homogenous groups prioritize efficiency, cohesion and consensus

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