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| the emotional atmosphere, the overlapping tone that is created by the way we communicate in groups |
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| group members perceive that they are valued, supported, and treated well |
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| group members do not feel balued, supported, and respected; trust is minimal and members perceive that they are not treated well |
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mutually exclusive goal attainment process
-failure of many;success of frew (zero sum) |
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mutually inclusive goal attainment process
-work together toward common goal |
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| excessive emphasis on defeating others to achieve one's goals |
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| the attainment of a personal goal without having to defeat another person ("competing with oneself"--but we are not competing) |
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1. when winning is de-emphasized
2. when opponents are equally matched, allowing all participants a reasonable chance to win
3. when there are clear, specific rules that ensure fairness |
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| Conditions for Constructive Competition |
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| not effective (cohesion is artifically created to defeat other) |
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| increases hostility and aggressiveness among group members |
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collective prescription that group members should purse maximum group outcomes (winning at all costs), even if this means acting hypercompetitively against other groups when members may privately not wish to do so
-we want to help our group succeed, even if we may disagreewith the ultimate goal of defeating another group and preventing its success |
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-attention-getting response by listener
-promotes competition
-1 speaker at a time |
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-attentino-giving response to listener
-promotes cooperation |
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-Me-oriented
-does not observe the 1 speaker at a time rule |
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-listening with bias
-listener focuses on attacking a speaker's points instead of striving to comprehend them (competitive listening)
_-counter with probing and paraphrasing |
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| seeking additional information from a speaker by asking questions |
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a concise response to a speaker that states the essence of the speaker's content in the listener's own words
-can reveal misunderstanding
- |
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| stepping into a role distinctly different from or opposite of a role one usually plays |
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| the relative importance, prestige, or power accorded a particular role |
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| when group members play roles in different groups that contradict each other |
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| the acting out of a specific role, and only that role, no matter what the situation might require |
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-assigned (ex: president, chair, secretary)
-exist within structure of the group, team, or organization
-do not emerge naturally from communication transactions
-often independent from any person filling the role
-explicitly designed behaviors |
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Definition
-assigned from group transactions (usually in smaller groups_
-self-centered or disruptive: serves individual needs/goals
-emphasizes functions, not positions
-can fulfill leadership functions without formal designation
-implicitly designed behaviors
-do not TELL an individual what to do, but indicate degree of approval or disapproval |
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moves a group towards the goal (extract maximum productivity from group)
ex: initiator-contributor, opinion seeker, information giver, clarifier-elaborator, coordinator, secretary-recorder, facilitator, devil's advocate |
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focuses on the social dimension (gain cohesiveness)
ex: supporter-encourager, harmonizer-tension reliever, gatekeeper-expediter, feeling expresser |
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serve individual needs or goals while impeding attainment of group goals (focus attention on individual/self-centered)
ex: stagehog, isolate, clow, blocker, fighter-controller, zealot, cynic
**Playing roles is a fluid process |
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Definition
| a group role, sometimes assigned to a specific member, that requires the individual "for the sake of argument" to critique and questions ideas and proposals that emerge during group discussions |
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1. Group Endorsement
2. Role Specialization |
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the acceptance by the group of a member's bid to play a specific rule (before the individual plays that role)
-competitive cultures view maintenance roles as lower status; task-high status |
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-when an individual group member settles into his or her primary role (after endorsement)
-does not grant a monopoly to a single member (may be more than one harmonizer, but only one with that responsibility) |
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a social influence process between leader and followers directed toward change that reflects mutual purposes of group members and is largely achieved through competent communication
-different than a manager/authority |
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often associated with changin the status quo; frequently linked to charisma (ALL leadership is transformational)
-Highly transformational=charismatic leaders-visionary, decisive, inspirational (Gandhi, Mother Teresa, MLK, Pope) |
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| often associated with management that typically strives to maintain the status quo efficiently |
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| exhibiting a constellation of personal attributes that group members find highly attractive and strongly influential |
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*Process of elimination
1. don't commit any "thou shalt nots"
2. be talkative
3. make strong, qualified, informed, intelligent, skilled assertions
4. provide solution to crisis
3. effective listening
6. exhibit high levels of emotional intelligence
7. remain active contender for the leader role (acquire lieutenants-advocate for contender) |
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1. manifest conformity to groups' norms, values, and goals
2. display proper motivation to lead
3. avoid the "thou shalt nots" previously identified |
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Definition
| How to Become Group Leader |
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Term
1. show up late for or miss important meetings
2. be uninformed about a problem commanding the groups' attention
3. manifest apathy and lack of interest by sluggish participation in group discussions
4. attempt to dominate conversation during discussion
5. listen poorly
6. be rigid and inflexible when expressing viewpoints
7. bully group members
8. use offensive and abusive language |
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Definition
| How NOT to Become a Leader |
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1. demonstrate your competence as a leader
2. accept accountability for your actions
3. satisfy group members' expectations |
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Definition
men are typically favored over women when leaders are selevted ane evaluated, even when no differences in actual leadership behavior occur
-remains a barrier to the upward advancement of women into positions as upper-level leaders
-sometimes women suffer penalties when they emerge as leaders
-women are less liked and more personally disparaged than equivalently successful men |
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Term
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Definition
| invisible barrier of subtle discrimination that excludes women from top jobs in corporate and professional America |
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-as the numbers of women and ethnic minorities increases in a group to as much as 20% of the membership, however, the likelihood that a woman or a minority will emerge as leader also increases because bias decreases
-once they're no loner seen as tokens, competence will be judged less on gender and ethnic bias and more on actual performance |
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| a small number of people with complementary skills who act as an interdependent unit, are equally committed to a common mission, subscribe to a cooperative approach to accomplish that mission, and hold themselves accountable for team performance |
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1. clear goals
2. cooperative goals
3. challenging goals
4. commitment |
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Definition
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1. Group Potency
2. Meaningfulness
3. Autonomy
4. Impact |
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Definition
| Four Dimensions of Empowerment |
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| the shared belief among team members that they can be effective as a team |
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| a team's perception that its tasks are important, valuable, and worthwhile |
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the degree to which team members experience substantial freedom, independence, and discretion in their work
*doesn't mean that teams have no supervision or guidance |
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| degree of significance given by those outside of the team, typically the team's organization, to the work produced by the team |
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Term
1.Evaluation
2.Control
3.Manipulation
4.Indifference
5.Superiority
6.Certainty |
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Definition
| Defensive Communication Patterns |
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Term
1.description
2.problem orientation
3.assertiveness
4.empathy
5.equality
6.provisionalism |
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Definition
| Supportive Communication Patterns |
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reaction to a perceived attack on our self-concept and self-esteem
*defensive communication patterns invite competition |
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| supportive communication patterns |
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Definition
-include criticism, contempt, blame
-produce defensiveness |
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Definition
| -include praise, recognition, and flattery |
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| first-person report of how an individual feels, what he or she perceives to be true, and what behavior is desired from others |
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Definition
| American Idol contestants--judges negatively criticism them, family positively criticizes them, but they both can lead to defensiveness |
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Term
1. Praise first, then describe
2. Use I-Statements, not You-statements
3. Make your description specific, not vague
4. Eliminate editorial comments from descriptive statements |
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Definition
| Achieving Descriptive Effectiveness |
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Term
| Controlling Communication |
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Definition
issuing orders and demanding obedience, especially when no input was sought from group members who were told what to do
-leads to psychological reactance (wanting to do something because we are told NOT to) |
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Definition
| by focusing on problem solving, personality conflicts and power struggles should fade into he background |
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Definition
| example of selling encyclopedias door-to-door |
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Definition
honest, open, and direct, but not aggressive communication
ex: An assertive manager- "This is how I feel and this is what I need" |
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Definition
| neutrality that makes us defensive |
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| failure to acknowledge another person's communication effort either verbally or nonverbally |
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thinking and feeling what you perceive another to be thinking and feeling
-built on concern for others
-requires that we try to see from the perspective of the other person |
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Definition
-sends the message that one is Me-deep in self-importance
-it can be a tremendous turnoff for most people
-group leaders who exhibit superiority to group members undermine their credibility and influence |
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Definition
-does not mean we all have the same abilities
-share your own shortcomings with group members
-self-deprecating humor that makes fun of your own failings |
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Definition
communicating certainty to group members is asking for trouble
*can lead to dogmatism |
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Definition
the belief in the self-evident truth of one's opinion.
-closed-mindedness and rigid thinking
-warrants no debate
-alternative ideas are not seriously considered |
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Term
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Definition
-you qualify statements, avoiding absolutes
-counters certainty
-reflected in the use of qualifying terms such as possibly, probably, perhaps, occasionally, maybe, might, sometimes
-problems are approached as interesting issues to be investigated and discussed, not defensive power struggles regarding who is right or wrong |
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Definition
relatively enduring characteristics of an indiidual that highlight differences between people and that are displayed in most situations
(physical, personality, inherent capacities, behavioral) |
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Definition
exerts control over group members
-highly directive
-does not encourage member participation
-“my way or the highway”
-not concerned about making friends or getting invited to parties
-puts more emphasis on task, with little concern for the social dimension of group (high task, low social) |
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Term
1. Autocratic
2. Democratic
3. Laissez-faire |
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Definition
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Definition
-encourages participation and responsibility from group members
-work to improve the skills and abilities of group members
-puts balanced emphasis on both the task and social dimensions of the group (high task, high social) |
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Term
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Definition
-Do-nothing approach
-the avoidance or absence of leadership
-individuals avoid making decisions, hesitate in taking action, absent when needed
-amounts to a sit-on-you-derriere style
-doesn’t try to influence anyone
-has been dropped from serious consideration in most research |
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Term
| Situational (Contingency) Perspective: Matching Styles with Circumstances |
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Definition
-the “it depends” approach to leadership
-in open systems, leadership effectiveness may be influenced by situational forces beyond the control of any leader |
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Term
1. Telling Style
2. Selling Style
3. Participating Style
4. Delegating Style |
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Definition
| 4 Leadership Styles of Hersey and Blanchard Model |
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Definition
| specific kind of cooperative goal that overrides differences that members may have because it supersedes less important competitive goals |
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