Fostering Teamwork Through Organization Structure or Policy (cont’d) Selecting team-oriented members Using technology that facilitates teamwork Developing.

Fostering Teamwork Through Organization Structure or Policy (cont’d)

• Selecting team-oriented members• Using technology that facilitates teamwork• Developing a team book

… a belief in cooperation and collaboration rather than competitiveness as a strategy for building teamwork.

Cooperation Theory

In open-book management every employee is trained, empowered, and motivated to understand and pursue the company’s business goals.

Employees become business partners and perceive themselves to be members of the same team.

Open-Book Management

Outdoor Training andTeam Development• Outdoor training is a form of learning by doing• Participants acquire leadership and teamwork skills by confronting

physical challenges and exceeding self-imposed limitations

The Leader-Member ExchangeModel (LMX)• Proposes that leaders develop unique work relationships with group

members• Two subsets of employees result:

• The in-group is given additional rewards, responsibility, and trust in exchange for their loyalty and performance

• The out-group members are treated in accordance with a more formal understanding of leader-member relations

Figure 9-2 The Leader-Member Exchange Model

Motivation and coaching skills

Expectancy Theory

• The amount of effort people expend depends on how much reward they expect to get in return

• It is cognitive because it emphasizes the thoughts, judgments, and desires of the person being motivated

• It is a process theory because it attempts to explain how motivation takes place

Figure 10-1 The Expectancy Theory of Motivation

Implications

• Determine what levels and kinds of performance are needed to achieve organizational goals

• Make the performance level attainable by the individuals being motivated

• Train and encourage people• Make explicit the link between rewards and performance

Implications (cont’d)

• Make sure the rewards are large enough• Analyze what factors work in opposition to the effectiveness of the

reward• Explain the meaning and implications of second-level outcomes• Understand individual differences in valences• Recognize that when workers are in a positive mood, high valences,

instrumentalities, and expectancies are more likely to lead to good performance

Goal Theory

• Behavior is regulated by values and goals• A goal is what a person is trying to accomplish• People desire to behave in ways consistent with their values

Figure 10-2 Goal Theory

Successful Recognition

• Has symbolic meaning• Inspires pride of ownership• Helps to reinforce the philosophy or identity of the giver

Figure 10-3 Coaching Versus the Traditional Way of Thinking about Management

Fallacies About Coaching

• Coaching applies only in one-to-one work• Coaching is mostly about providing new knowledge and skills• If coaches go beyond giving instruction in knowledge and skills, they

are in danger of getting into psychotherapy• Coaches need to be expert in something in order to coach• Coaching has to be done face-to-face

Coaching Skills and Techniques

1. Communicate clear expectations to group members2. Build relationships3. Give feedback on areas that require specific improvement4. Listen actively5. Help remove obstacles

Coaching Skills and Techniques (cont’d)

6. Give emotional support7. Reflect content or meaning8. Give some gentle advice and guidance9. Allow for modeling of desired performance and behavior10. Gain a commitment to change11. Applaud good results

Executive CoachingAn executive coach (or business coach) is an outside or inside specialist who advises a person about personal improvement and behavioral change

Communication and Conflict Resolution

Skills

Communication and Leadership

• Effective leaders are also effective communicators• To be effective, the leader must synchronize verbal and nonverbal

behavior• Technology has had a meaningful impact on leaders’ communication

and coordination

Inspirational Speaking and Writing• Be credible• Gear your message to the listener• Sell group members on the benefits of your suggestions• Use heavy-impact and emotion-provoking words

Inspirational Speaking and Writing (cont’d)

• Use anecdotes and metaphors to communicate meaning• Back up conclusions with data (to a point)• Minimize language errors, junk words, and vocalized pauses• Write crisp, clear memos, letters, and reports, including a front-

loaded message• Use a power-oriented linguistic style

Principles of Persuasion

• Liking: People like those who like them• Reciprocity: People repay in kind• Social proof: People follow the lead of similar others

Principles of Persuasion (cont’d)

• Consistency: People align with their clear commitments• Authority: People defer to experts• Scarcity: People want more of what they can have less of

Principles of Supportive Communication• Problem oriented, not person oriented• Descriptive, not evaluative• Based on congruence, not incongruence• Focused on validating, rather than invalidating, people• Specific, not global

Principles of Supportive Communication (cont’d)

• Conjunctive, not disjunctive• Owned, not disowned• Requires listening as well as sending messages

Overcoming and Preventing Communication Barriers• Be sensitive to the fact that cross-cultural communication barriers

exist• Challenge your cultural assumptions• Show respect for all workers• Use straightforward language, and speak slowly and clearly

Overcoming and Preventing Communication Barriers (cont’d)

• Look for signs of misunderstanding when your language is not the listener’s native language

• When the situation is appropriate, speak the language of the people from another culture

• Observe cross-cultural differences in etiquette

Overcoming and Preventing Communication Barriers (cont’d)

• Do not be diverted by style, accent, grammar, or personal appearance• Avoid racial or ethnic identification except when it is essential to

communication• Be sensitive to differences in nonverbal communication• Be attentive to individual differences in appearance

Figure 12-1 Conflict-Handling Styles According to the Degree of Cooperation and Assertiveness

Conflict Management Styles

• The competitive style is a desire to win one’s own concerns at the expense of the other party, or to dominate

• The accommodative style favors appeasement, or satisfying the other’s concerns without taking care of one’s own

• The sharing style is halfway between domination and appeasement

Conflict Management Styles (cont’d)

• The collaborative style reflects a desire to fully satisfy the desires of both parties

• The avoidant style combines unassertiveness and a lack of cooperation

Negotiating and Bargaining

• Conflicts can be considered situations calling for negotiating and bargaining, or conferring with another person in order to resolve a problem

• Two approaches to negotiation:• Distributive bargaining (zero sum)• Integrative bargaining (win-win)

Negotiation Techniques

• Begin with a plausible demand or offer• Focus on interests, not position• Search for the value in differences between the two sides• Be sensitive to international differences in negotiating style

International and Culturally Diverse

aspects of leadership

Multicultural Leader

A leader with skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles

Figure 14-2 Dimensions of Individual Values

European Styles of Management

• French managers (who are typically part of an elite class) behave in a superior, authoritarian manner.

• German middle managers tend to avoid uncertainty, are assertive, and are not terribly considerate of others

Malaysian Managers

• Emphasize collective well-being (collectivism) and display a strong humane orientation

• The culture discourages aggressive, confrontational behavior, preferring harmonious relationships

Culturally Sensitive Leader

• Willing to acquire knowledge about local customs• Willing to learn to speak the language• Patient• Adaptable• Flexible• Willing to listen and learn

Cultural Intelligence (CQ)

… an outsider’s ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would.

Facets of Cultural Intelligence (CQ)• Cognitive CQ (head)• Physical CQ (body)• Emotional/motivational CQ (heart)

Global Leadership Skills

• Behavioral complexity that allows the leader to attain corporate profitability and productivity, continuity and efficiency, commitment and morale, and adaptability and innovation

• Stewardship• Ability to satisfy three metavalues including: community, pleasure,

and meaning

Global Leadership Skills

• Cultural sensitivity• Culturally adventurous• Good command of a second language

Cultural Diversity Initiatives

• Hold managers accountable for achieving diversity• Establish minority recruitment, retention, and mentoring programs• Conduct diversity training

Cultural Diversity Initiatives (cont’d)

• Conduct intercultural training• Encourage the development of employee networks• Avoid group characteristics when hiring for person-organization fit

Inter-Cultural Training

A set of learning experiences designed to help employees understand the customs, traditions, and beliefs of another language

Figure 14-4 The Multicultural Organization