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Week 6- Team Leadership

by: Aimee Castillon

Week 6- Team Leadership PSYC 467

Marketplace > George Mason University > Psychlogy > PSYC 467 > Week 6 Team Leadership
Aimee Castillon
GPA 3.61

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About this Document

Lecture on team leadership
Psychology of Working Groups/Teams
Class Notes
Psychology, Teamwork, groups, leadership and management, Wallace
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This 4 page Class Notes was uploaded by Aimee Castillon on Thursday October 6, 2016. The Class Notes belongs to PSYC 467 at George Mason University taught by in Summer 2016. Since its upload, it has received 3 views. For similar materials see Psychology of Working Groups/Teams in Psychlogy at George Mason University.


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Date Created: 10/06/16
Week 6 Class Outline – Team Leadership Objectives: At the end of this class you should be able to 1. Describe the social complexities of leadership. 2. Discuss how leaders are developed. 3. Discuss how leadership functions in teams are carried out. Leadership Leadership and Management Management  functional Managing resources Sometimes managers have to be leaders Leadership  people Influencing others to act in ways that they would not otherwise You don’t have to be a manager to be a leader (i.e. Obama isn’t our manager, but he’s the leader of our country (President)) Two criteria Effectiveness Leader Emergence Leadership is a social construct i.e. Leadership is granted/appointed give-and-take social psychology  someone tends to be a leader and is the leader throughout factors: seating arrangements (i.e. someone who sits at the head of the table behavioral scripts social norms need to understand/categorize Implicit Leadership Theories: we have our own ideas of who a leader is Matching potential leader’s characteristics with our perceptions of being a leader i.e. masculine vs. feminine traits leadership  Masculine traits: aggressive; outspoken; task-oriented; dominant Feminine: passive; quiet; creative; people-oriented Act against stereotype (i.e. if a woman is aggressive  crazy, bitch) “Glass ceiling” Leader selection: performance evaluation Sources of Power 1. Legitimate power (AKA position power/authority)- title alone says it all  compliance a. Crisis; time-short 2. Referent power (AKA relationship power)- relationship with each other  commitment LMX theory 3. Expertise power (i.e. Milgram experiment- scientist wearing a lab coat tells participants to shock the confederate) 4. Coercive power- “Do this or else!” 5. Reward power- “I’ll pay you extra if you do this” Born v. Made 40-50% of variance in leadership emergence is personality-based (you can behave against your personality) 25-30% of variance in leadership emergence is genetics Developmental experiences Leader Development Leadership in Teams IPO model of teams Leadership (input) Leader-follower theories Formal leadership structures Emergent states and team processes (process) i.e. increased abusive leadership  decreased psychological safety  decreased outputs Leadership is a process Leadership functions in teams (see transition phase section) Sources of leadership Structure formal external formal internal informal external vertical  informal internal  shared Team Leadership functions- all of these phases fulfill the teams’ needs Transition Phase (i.e. establishing goals, mission statements) Functional leadership theory  leader(s) does whatever the team needs 1. Compose the team: staffing/aligning the team  goal a. Ensuring KSAOs b. Formal external leaders best perform this task 2. Defining mission a. Informal internal leaders best perform the task of making sure that everyone understands the mission 3. Establishing goals and expectations 4. Structure/planning (how to accomplish the goal) 5. Train/develop a. Formal leaders have more authority on this task 6. Sensemaking a. Scanning/interpreting external environment b. Usually done by external leaders 7. Providing feedback Action phase – doing things to directly accomplish a goal 1. Monitoring the team (i.e. weekly progress) 2. Managing team boundaries (boundary spanning)- includes external members of the team (i.e. suppliers) 3. Challenging the team 4. Problem solving Interpersonal Needs- promoting psychological safety in the group 1. Encouraging self-management a. Best done by a formal external leader 2. Create/support supportive environment (i.e. building cohesion/teamwork; making sure everyone’s heard) a. Best done by informal internal leaders TMT = Top management team (“The C Suite) CEO- head of entire company CFO COO CIO CSO CHRO


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