1. Consider the different leadership styles outlined in this chapter 3 of the textbook. What are some of the representative behaviors associated with each style of leadership? What are some of the benefits and drawbacks to each particular style?
2. What skills, behaviors, and personality traits are common to transformational leaders? How does this leadership style affect their teams, and how are those results different from those of a transactional leadership style?
3. Do the moods and emotions of people around you influence your emotional state? How do you "catch" other people's emotions and "spread" your emotions? Why is this process called emotional contagion?
4. How do people who work together as a team mutually shape one another's behavior?

Kindle Classic File Edit View Go Tools Help G Q Thu Sep 5 3:55PM shauna's Kindle for Mac 2 - Making the Team Library Show Notebook LHRD 7025 *Homework Table of Contents ys Chapter 3 . Leading Teams 59 C 2 cours Chapter Capstone Country Club Team HIGH Chapter 2 DESIGNING THE TEAM Manager Manager (High People - Low Task) High People - High Task) form Get homew Chapter 3 LEADING TEAMS Middle of Road Manager ( Medium People and Task) People Concern Focus on Get connected Leadership Versus Management work outpu as well as employee morale PE Receive answe The Leadership Paradox G.pdf mpoverished Authority-Obedience minutes LOW Manager Manager Leaders and the Nature-Nurture Debate (Low People - Low Task) (Low People - High Task) Leadership Styles Task Concern 1. Ask your que LOW HIGH ourg Exhibit 3-3 Managerial Grid Task Versus Person Leadership me Based on Blake, R.R., & Mouton, J.S. (1964). The managerial grid. BIU Houston, TX: Gulf, @ Leigh L. Thompson. Transactional Versus Transformational Leade... transactional. The corporate world and popular business presses have coined even more varieties of leadership-often branding them with a particularly influential individual's 1. Consider th name, such as the "Jack Welch lexicon of leadership" or the "Warren Buffet CEO."48 Autocratic Versus Democratic Leadership Consider the following leadership styles as choices leaders can make. some of the TASK VERSUS PERSON LEADERSHIP some of the nal Leader Mood Leaders vary in terms of how much they focus on the people (relationships) and the ent 2. What skills, task."(See Exhibit 3-3.) Task-oriented leaders focus on accomplishing the objectives of the team; relationship-oriented leaders focus on the people. Person-focused leaders does this le Expectations of Leaders allow members of their team more freedom in their work, permit team members to use their own judgment in solving problems, and grant members authority. Conversely of a transac task-oriented leaders typically act as the spokesperson of their group, push for more Leader-Member Exchange work and higher production, and determine what should be done and how it should be 3. Do the moo accomplished. Ideally, leaders who focus on getting the work done and supporting ent you "catch" Power 47Krames, J. A. (2001). The Jack Welch lexicon of leadership: Over 250 terms, concepts, strategies & initiatives of the legendary leader. New York: McGraw-Hill. called emot 48 Miles, R. P., & Osborne, T. (2001). The Warren Buffett CEO: Secrets of the Berkshire Hathaway managers. New Participative Management York: John Wiley & Sons. 4. How do ped 49 Blake, R.R., & Mouton, J.S. (1964). The managerial grid. Houston, TX: Gulf. SoSergiovanni, T.J., Metzcus, R., & Burden, L. (1969). Toward a particularistic approach to leadership style: Chapter Capstone Some finds. American Educational Research Journal, 6, 62-79. pring Chantas A TEAM CALECION AND TALICT Wynde 14% Page 59 of 459 . Location 1576 of 11946 Drag and drop images or Upload tv S 4 zoom wKindle Classic File Edit View Go Tools Help GO Q Thu Sep 5 3:55PM ... shauna's Kindle for Mac 2 - Making the Team Library Show Notebook LHRD 7025 OOO Homework Table of Contents ys 60 Part 1 . Building the Team C S cours Chapter Capstone their people are team leaders. Leaders who are accountable are more team-oriented, particularly when they identify with their team. $1 Chapter 2 DESIGNING THE TEAM TRANSACTIONAL VERSUS TRANSFORMATIONAL LEADERSHIP The transactional versus transformational paradigm views leadership as either a matter form of contingent reinforcement of followers or the moving of followers beyond their self- Get homew Chapter 3 LEADING TEAMS interests for the good of the team, organization, or society. Transformational leader- ship (TFL) is developmental and usually begins with a transactional approach. At a basic level, leaders and their teams are in an exchange relationship that involves negotia- Get connected Leadership Versus Management tion to establish outcomes and rewards." A psychological contract is a person's belief in mutual obligations between that person and another party, such as an employer or leader. $4 PE Receive answe The Leadership Paradox In contrast, transactional leadership depends on the leader's power to reinforce subordinates (team members) for their successful completion of the bargain (task). G.pdf minutes However, this type of leadership sets up a competitive relationship: "If you limit yourself Leaders and the Nature-Nurture Debate to transactional leadership of a follower with rewards of carrots for compliance, or pun- ishments with a stick for failure to comply with agreed-on work to be done by the fol- lower, the follower will continue to feel like a jackass."$5 1. Consider th Leadership Styles some of the ADVANTAGES Transformational leaders motivate their teams to work toward goals that go beyond immediate self-interest, and motivate their teams to do more than they origi- ourg some of the Task Versus Person Leadership nally expected to do as they strive for higher-order outcomes. In an investigation of ne the performance of 118 R& D project teams from five companies, transformational lead- 2. What skills, ership predicted technical quality, schedule performance, and cost performance 1 year Transactional Versus Transformational Leade... later, and profitability and speed-to-market 5 years later." Teams with transformational does this le leaders have higher teamwork quality and more inter-team collaboration. TFL is asso- ciated with a more positive effect on teams, enhancing resilience, learning goal of a transac Autocratic Versus Democratic Leadership 3. Do the moo nal $1 Giessner, S. R., van Knippenberg, D., van Ginkel, W., & Sleebos, E. (2013). Team-oriented leadership: The ent you "catch" Leader Mood interactive effects of leader group prototypicality, accountability, and team identification. Journal of Applied Psychology, 98(4), 658. called emot Expectations of Leaders $2Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press; Burns, J. M. (1978). Leadership. New York: Harper & Row; Hollander, E. P. (1964). Leaders, groups, and influence. New York: Oxford 4. How do pec University Press. 53 Hollander, E. P. (1986). On the central role of leadership processes. International Review of Applied Psychology, Leader-Member Exchange 35, 39-52. 54Rousseau, D. M., & Tijoriwala, S. A. (1998). Assessing psychological contracts: Issues, alternatives, and measures. Journal of Organizational Behavior, 19, 679-695. Power $5 From Power, leadership, and the management of stress by Harry Levinson, 1980 Professional Psychology. LHRD 7025 Burns, J. M. (1978). Leadership. New York: Harper & Row. 57Keller, R. T. (2006). Transformational leadership, initiating structure, and substitutes for leadership: A lon- cours Participative Management gitudinal study of research and development project team performance. Journal of Applied Psychology, 91(1), 202-210. 58Cha, J., Kim, Y., Lee, J. Y., & Bachrach, D. G. (2015). Transformational leadership and inter-team collabora- Get homew ion exploring the mediating role of teamwork quality and moderating role of team size. Group & Organization Get connected Chapter Capstone Management, 40(6), 715-743. Receive answ minutes spring Wynde 1. Ask your que Chantas A TEAM COLECION AND TRLICT 14% Page 60 of 459 . Location 1592 of 11946 IUX Transactional Versus Transformational Leade.. 1. Consider th some of the TASK VERSUS PERSON LEADERSNE SEP 5 "tv S 4 zoom WKindle Classic File Edit View Go Tools Help GO Q Thu Sep 5 3:55PM ... shauna's Kindle for Mac 2 - Making the Team Library Show Notebook LHRD 7025 OOO Homework Table of Contents ys 62 Part 1 . Building the Team C S cours Chapter Capstone agreeableness, extraversion, and greater conscientiousness. Transformational leadership has a positive impact on team performance because teams trust their leaders. Chapter 2 DESIGNING THE TEAM DISADVANTAGES Group-focused transformational leadership has a positive impact on team innovation, but a negative impact on individual motivation. "In some instances, transformational leadership can have a dark side, such as when a charismatic leader, form like Jim Jones, motivates people to do something that is lethal. (See Exhibit 3-4.) Get homew Chapter 3 LEADING TEAMS Leaders who exhibit antinormative behaviors are judged more positively and given more credit relative to antinormative team members, ex-leaders, and established leaders.73 Get connected Leadership Versus Management Moreover, under some conditions, charismatic leaders promote disenchantment among team members. The hypocrisy attribution dynamic refers to the tendency for team members to draw sinister conclusions about a leader's behavior. " This can happen when employees are prompted to engage in sensemaking in strong value-driven PE Receive answe The Leadership Paradox organizations. G.pdf minutes AUTOCRATIC VERSUS DEMOCRATIC LEADERSHIP Leaders and the Nature-Nurture Debate Another view of leadership focuses on a continuum of behavior ranging from entirely autocratic to purely democratic. "Also known as vertical leadership (emanating from Leadership Styles the top down), this type of leadership stems from an appointed or formal leader of a minutes team, whereas shared leadership is a group process in which leadership is distributed among, and stems from, team members. Autocratic leadership is displayed by leaders ourg . Ask your que BIUX Task Versus Person Leadership who seek sole possession of authority, power, and control, whereas democratic leader- ne ship is displayed by leaders who share authority, power, and control with their team. 1. Consider th Initially, teams led by a directive leader outperform those led by an empowering leader. some of the Transactional Versus Transformational Leade... However over time, empowering leaders instigate more improvement via increased team 2. What skills, learning, coordination, and mental model development. " In one investigation, the effectiveness of 71 change management teams in companies was examined as a function 3. Do the mod Autocratic Versus Democratic Leadership of vertical versus shared leadership. "Shared leadership significantly predicted team 4. How do per nal Leader Mood ent 70Schaubroeck, J., Lam, S. S., & Peng, A. C. (2011). Cognition-based and affect-based trust as mediators of Drag and dro leader behavior influences on team performance. Journal of Applied Psychology, 96(4), 863-871. Expectations of Leaders 71Li, V., Mitchell, R., & Boyle, B. (2016). The divergent effects of transformational leadership on individual and team innovation. Group & Organization Management, 41(1), 66-97. 72Hogan, R., Raskin, R., & Fazzini, D. (1990). The dark side of charisma. In K. E. Clark & M. B. Clark (Eds.), Measures of leadership (pp. 343-354). West Orange, NJ: Leadership Library of America. Leader-Member Exchange 73 Abrams, D., De Moura, G. R., Marques, J. G., & Hutchison, P. (2008). Innovation credit: When can leaders oppose their group's norms? Journal of Personality and Social Psychology, 95(3), 662-678. 74Cha, S. E., & Edmondson, A. C. (2006). When values backfire: Leadership, attribution, and disenchantment Kindle Classic File Edit View Power in a values-driven organization. Leadership Quarterly, 17, 57-78. 75 Bass, B. M. (1990). Bass & Stogdill's handbook of leadership: Theory, research, & management applications (3rd ed.). New York: Free Press. LARD 7025 Homework Participative Management 76Lorinkova, N. M., Pearsall, M. J., & Sims, H. P. (2013). Examining the differential longitudinal performance cour of directive versus empowering leadership in teams. Academy of Management Journal, 56(2), 573-596. 77Pearce, C. L., & Sims, Jr., H. P. (2002). Vertical versus shared leadership as predictors p as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transf ional, transformational and Chapter Capstone empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6(2), 172-197. Get homew Get connected spring Receive answe minutes Chantas A TEAM COLECION AND TALICT Wynde Consider th 15% Page 62 of 459 . Location 1653 of 11946 some of the Task Versus Person Leadership 2. What skils , Transactional Versus Transformation SEP stv S A zoom WKindle Classic File Edit View Go Tools Help GO Q Thu Sep 5 3:56PM ... shauna's Kindle for Mac 2 - Making the Team Library Show Notebook LHRD 7025 OOO Homework Table of Contents ys Chapter 3 . Leading Teams 65 C S cours Chapter Capstone LEADER MOOD According to the mood contagion model, leaders transmit their own moods to team members, just as a person with a cold might infect others. Moods manifest themselves Chapter 2 DESIGNING THE TEAM through a leader's facial, vocal, and postural cues, and team members can accurately ascertain leaders' moods on the basis of nonverbal cues. When leaders are in a positive form mood, in comparison to a negative mood, team members experience more positive Get homew Chapter 3 LEADING TEAMS moods, and groups as a whole are characterized by a more positive affective tone. More- over, groups with leaders in a positive mood show more coordination and expend less effort than those in a negative mood. For example, the previous chairman and CEO of Get connected Leadership Versus Management General Electric, Jack Welch, said: An upbeat manager with a positive outlook somehow ends up running a team or PE - Receive answe The Leadership Paradox organization filled with . . . well, upbeat people with positive outlooks. A sourpuss somehow ends up with an unhappy tribe all his own. Unhappy tribes have a tough G.pdf minutes time winning. Work can be hard. But your job as leader is to fight the gravitational Leaders and the Nature-Nurture Debate pull of negativism. That doesn't mean you sugarcoat the challenges. It does mean you display an energizing, can-do attitude about overcoming them.2 Kindle Classic File Edit View Leadership Styles Passion is usually considered to be desirable. Leadership competence increases obsessive passion; but leaders' perceptions of their team members' competence influ- LHRD 7025 ences harmonious passion. Both harmonious passion and obsessive passion negatively ourg cours Task Versus Person Leadership influence the ability to develop challenging goals because they prompt teams to rush ne into goal setting. Negative emotions also affect leadership. People who show compas- sion and contempt are more likely to be viewed as leaders because they are seen as more Get homew Get connected Transactional Versus Transformational Leade... intelligent.4 Teams with higher epistemic motivation (i.e., a desire to thoroughly understand a situation) perform better when their leaders display anger, but teams with Receive answe minutes lower epistemic motivation perform better when the leaders express happiness. 85 Autocratic Versus Democratic Leadership Leader-team perceptual distance is the difference between a leader and a team 1. Consider th some of the in terms of how they perceive things. The more disconnect between what the leader some of the sees and what the team sees, the worse the team performance. And, this effect is stronger "does this le Leader Mood when the team's perceptions are more positive than that of the leader. 87 nal ent of a transac . Do the mod you "catch you "catch" called emot How do per Expectations of Leaders 81sy, T., Cote, S., & Saavedra, R. (2005). The contagious leader: Impact of the leader's mood on the mood of group members, group affective tone, and group processes. Journal of Applied Psychology, 90, 295-305. Leader-Member Exchange 82 From How to be a good leader, O April 4, 2005 Newsweek LLC. 83Thorgren, S., & Wincent, J. (2013). Passion and role opportunity search: Interfering effects of conflicts and overloads. International Journal of Stress Management, 20(1), 20. Power 84Melwani, S., Mueller, J. S., & Overbeck, J. R. (2012). Looking down: The influence of contempt and compas- sion on emergent leadership categorizations. Journal of Applied Psychology, 97(6), 1171. $5Van Kleef, G. A., Homan, A. C., Beersma, B., van Knippenberg, D., van Knippenberg, B., & Damen, F. (2009) Searing sentiment or cold calculation? The effects of leader emotional displays on team performance depend Participative Management on follower epistemic motivation. Academy of Management Journal, 52(3), 562-580. Kindle Classic File $6 Gibson, C. B., Cooper, C. D., & Conger, J. A. (2009). Do you see what we see? The complex effects of per- ceptual distance between leaders and teams. Journal of Applied Psychology, 94(1), 62-76. 87 Ibid. LHRD 7025 Chapter Capstone cour spring Chantas A TEAM COLECION AND TRLICT Wynde Get homew 15% Page 65 of 459 . Location 1708 of 11946 Get connected Receive answe Leadership Paradox when employees are prompted to engage in sensemaking in strong value - de minutes O SEP "tv S A zoom W@& KindleClassic File Edit View Go Tools o000 BJ Homework & 2> G 25 cours Q = Get homew Get connected Receive answe minutes 1. Ask your que B I U Xx 1. Consider th some of the some of the 2. What skills, does this le: | of a transac 3. Do the moo you "catch\" called emot 4. How do pec & 0@&3@\\5&& Help = 7 Q & ThuSep5 3:56PM shauna's Kindle for Mac 2 - Making the Team n Show Notebook [ Table of Contents Chapter 3 Leading Teams 65 Chapter Capstone Leaper Mooo P> Chapter 2 DESIGNING THE TEAM V Chapter 3 LEADING TEAMS Leadership Versus Management The Leadership Paradox P> Leaders and the Nature-Nurture Debate V Leadership Styles Task Versus Person Leadership Transactional Versus Transformational Leade... Autocratic Versus Democratic Leadership Leader Mood V Expectations of Leaders Implicit Leadership Theories Prototypicality Status & Uncertainty P Leader-Member Exchange @T 8 According to the mood contagion model, leaders transmit their own moods to team members, just as a person with a cold might infect others.! Moods manifest themselves through a leader's facial, vocal, and postural cues, and team members can accurately ascertain leaders' moods on the basis of nonverbal cues. When leaders are in a positive mood, in comparison to a negative mood, team members experience more positive moods, and groups as a whole are characterized by a more positive affective tone. More- over, groups with leaders in a positive mood show more coordination and expend less effort than those in a negative mood. For example, the previous chairman and CEO of General Electric, Jack Welch, said: An upbeat manager with a positive outlook somehow ends up running a team or organization filled with . . . well, upbeat people with positive outlooks. A sourpuss somehow ends up with an unhappy tribe all his own. Unhappy tribes have a tough time winning. Work can be hard. But your job as leader is to fight the gravitational pull of negativism. That doesn't mean you sugarcoat the challenges. It does mean you display an energizing, can-do attitude about overcoming them.*? Passion is usually considered to be desirable. Leadership competence increases obsessive passion; but leaders' perceptions of their team members' competence influ- ences harmonious passion. Both harmonious passion and obsessive passion negatively influence the ability to develop challenging goals because they prompt teams to rush into goal setting Negative emotions also affect leadership. People who show compas- sion and contempt are more likely to be viewed as leaders because they are seen as more intelligent. Teams with higher epistemic motivation (i.e., a desire to thoroughly understand a situation) perform better when their leaders display anger, but teams with lower epistemic motivation perform better when the leaders express happiness.S Leader-team perceptual distance is the difference between a leader and a team in terms of how they perceive things.* The more disconnect between what the leader sees and what the team sees, the worse the team performance. And, this effect is stronger when the team's perceptions are more positive than that of the leader.\" 818y, T,, Cote, S., & Saavedra, R. (2005). The contagious leader: Impact of the leader's mood on the mood of 'group members, group affective tone, and group processes. Journal of Applied Psychology, 90, 295-305. $2From How to be a good leader, April 4, 2005 Newsweek LLC. 53Thorgren, S., & Wincent, J. (2013). Passion and role opportunity search: Interfering effects of conflicts and overloads. International Journal of Stress Management, 20(1), 20, $4Melwani, S., Mueller, . 5., & Overbeck, J. R. (2012). Looking down: The influence of contempt and compas- sion on emergent leadership categorizations. Journal of Applied Psychology, 97(6), 1171 85Van Kleef, G. A, Homan, A. C., Beersma, B., van Knippenberg, D., van Knippenberg, B., & Damen, F. (2009). Searing sentiment or cold calculation? The effects of leader emotional displays on team performance depend on follower epistemic motivation. Academy of Management Journal, 52(3), 562-580. Gibson, C. B., Cooper, C. D., & Conger, J. A. (2009). Do you see what we see? The complex effects of per- ceptual distance between leaders and teams. Journal of Applied Psychology, 94(1), 62-76