Chapter 10 Leadership in Teams and Decision Groups 10-1 Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations Learning Objectives After studying this chapter, you should be able to: Understand the processes that determine group performance. Understand how leaders can influence group processes and improve performance. Understand why different types of teams need somewhat different types of leadership. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10-2 Learning Objectives (Cont.) Understand effective procedures for leading teams. Understand the primary leadership functions in decision groups. Understand procedures for leading successful meetings. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10-3 Learning Objective 1 Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10-4 Understand the processes that determine group performance Determinants of Team Performance Shared objectives Skills and role clarity Internal coordination External coordination Resources and support Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10-5 Determinants of Team Performance (Cont.) Trust, cohesiveness, and cooperation Accurate, shared mental models Collective efficacy Collective learning Member diversity Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10-6 Learning Objective 2 Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10-7 Understand how leaders can influence group processes and improve performance Leader Influence of Group Processes and Performance Task behaviors Relations behaviors Change behaviors Situational factors Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10-8 Learning Objective 3 Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10-9 Understand why different types of teams need somewhat different types of leadership Leadership in Different Types of Teams Cross-functional teams Self-managed work teams Virtual teams Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10-10 Learning Objective 4 Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10-11 Understand effective procedures for leading teams Guidelines for Leading Teams Emphasize common interests and values Develop collective identification Facilitate social interaction Communicate activities and achievements Conduct process analyses Increase mutual cooperati.

1. Chapter 10
Leadership in Teams and Decision Groups
10-1
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
Learning Objectives
After studying this chapter, you should be able to:
Understand the processes that determine group performance.
Understand how leaders can influence group processes and
improve performance.
Understand why different types of teams need somewhat
different types of leadership.
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-2
Learning Objectives (Cont.)
Understand effective procedures for leading teams.
Understand the primary leadership functions in decision groups.
Understand procedures for leading successful meetings.
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-3

2. Learning Objective 1
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-4
Understand the processes that determine group performance
Determinants of Team Performance
Shared objectives
Skills and role clarity
Internal coordination
External coordination
Resources and support
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-5
Determinants of Team Performance (Cont.)
Trust, cohesiveness, and cooperation
Accurate, shared mental models
Collective efficacy
Collective learning
Member diversity
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-6
Learning Objective 2
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-7

3. Understand how leaders can influence group processes and
improve performance
Leader Influence of Group Processes and Performance
Task behaviors
Relations behaviors
Change behaviors
Situational factors
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-8
Learning Objective 3
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-9
Understand why different types of teams need somewhat
different types of leadership
Leadership in Different Types of Teams
Cross-functional teams
Self-managed work teams
Virtual teams
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-10

4. Learning Objective 4
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-11
Understand effective procedures for leading teams
Guidelines for Leading Teams
Emphasize common interests and values
Develop collective identification
Facilitate social interaction
Communicate activities and achievements
Conduct process analyses
Increase mutual cooperation incentives
Hold practice sessions
Use reviews to facilitate collective learning
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-12
Learning Objective 5
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-13
Understand the primary leadership functions in decision groups
Leading Decision Groups
Task-oriented functions
Group maintenance functions

5. Who should perform these leadership functions?
Leader-centered view
Group-centered view
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-14
Learning Objective 6
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-15
Understand procedures for leading successful meetings
Guidelines for Leading Meetings
Necessary preparations
Share essential information
Describe problem
Allow ample time
Separate idea generation from evaluation
Facilitate participation
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-16
Guidelines for Leading Meetings (Cont.)
Encourage idea building

6. Use systematic procedure for idea evaluation
Encourage Integrative solutions
Encourage consensus building
Clarify implementation responsibilities
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
10-17
Chapter 9
Dyadic Relations and Followers
9-1
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
Learning Objectives
After studying this chapter, you should be able to:
Understand why different dyadic relationships develop between
a leader and subordinates.
Understand how leaders are influenced by attributions about
subordinates.
Understand appropriate ways to manage a subordinate with
performance deficiencies.
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-2
Learning Objectives (Cont.)
Understand how leaders and followers attempt to manage

7. impressions.
Understand how attributions and implicit theories influence
follower perception of a leader.
Understand how followers can have a more effective dyadic
relationship with their leader.
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-3
Learning Objective 1
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-4
Understand why different dyadic relationships develop between
a leader and subordinates
Theories
Leader-member exchange
Attribution model
Upward impression management
Follower-based
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-5
Leader-Member Exchange
Exchange Relationship Formed based on:

8. Personal compatibility
Subordinate competence
Results in either:
High Exchange
Low Exchange
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-6
Learning Objective 2
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-7
Understand how leaders are influenced by attributions about
subordinates
Cognitive Processes of Attribution
Two-stage model
Attribution
Response
Other attribution determinants
Position power
Type of exchange
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-8
Learning Objective 3
Copyright© 2013 Pearson Education Inc. publishing as Prentice

9. Hall Leadership in Organizations
9-9
Understand appropriate ways to manage a subordinate with
performance deficiencies
Guidelines for Correcting Performance Deficiencies
Gather performance information
Avoid attribution biases
Provide corrective feedback
Describe deficiency
Explain ineffective behavior impact
Remain professional
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-10
Guidelines for Correcting Performance Deficiencies (Cont.)
Mutually identify causes
Ask for subordinate suggestions
Express confidence
Offer help
Reach action agreement
Summarize and verify
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-11
Learning Objective 4
Copyright© 2013 Pearson Education Inc. publishing as Prentice

10. Hall Leadership in Organizations
9-12
Understand how leaders and followers attempt to manage
impressions
Impression Management
Impression Management Tactics
Exemplification
Ingratiation
Self-Promotion
Impression Management by Followers
Impression Management by Leaders
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-13
Learning Objective 5
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-14
Understand how attributions and implicit theories influence
follower perception of a leader
Follower Perceptions of Leaders
Determinants of Follower Attributions
Timely indicators
Success
Positive performance trend
Direct Action
Innovation

11. External conditions
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-15
Follower Perceptions of Leaders (Cont.)
Constraints
Intentions and competence
Personal qualities
Mood of the follower
Leader-follower similarity
Follower identification with group
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-16
Follower Attribution and Implicit Theories
Implications of Follower Attributions about Leaders
Implicit Leadership Theories
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-17
Learning Objective 6
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
18-9
Understand how followers can have a more effective dyadic
relationship with their leader

12. Follower Contribution to Effective Leadership
Follower identities
Integrate roles
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-19
Guidelines for Followers
Find out what is expected
Take initiative
Keep boss informed
Verify information accuracy
Encourage honest feedback
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-20
Guidelines for Followers (Cont.)
Support change efforts
Show appreciation
Challenge flawed proposals
Resist inappropriate influence attempts
Provide appropriate upward coaching
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall Leadership in Organizations
9-21
Chapter 11

13. Strategic Leadership in Organizations
11-1
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
Learning Objectives
After studying this chapter, you should be able to:
Understand what organizational processes determine a
company’s performance.
Understand how top executives can influence organizational
processes and performance.
Understand the conditions that determine the importance and
effects of strategic leadership.
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-2
Learning Objectives (Cont.)
Understand the potential advantages of executive teams and how
to use them effectively.
Understand some emerging theories of leadership in
organizations.
Understand the procedures that can be used to formulate a good
competitive strategy.
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-3
Learning Objective 1
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations

14. 11-4
Understand what organizational processes determine a
company's performance
Determinants of Organizational Performance
Environmental adaptation
Efficiency and reliability
Competitive Strategy
Human Resources
Programs, systems, and structures
Culture
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-5
Learning Objective 2
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-6
Understand how top executives can influence organizational
processes and performance
How Leaders Influence Organizational Performance
Leadership Behaviors
Task-oriented improves efficiency and reliability
Change-oriented improves adaptation
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-7

15. How Leaders Influence Organizational Performance (Cont.)
Decision-making
Strategy
Structure
Programs
Systems
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-8
How Leaders Influence Organizational Performance (Cont.)
Trade-offs and Synergies
Coordinating leadership across levels
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-9
Learning Objective 3
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-10
Understand the conditions that determine the importance and
effects of strategic leadership
Situations Affecting Strategic Leadership
Environmental uncertainty
Declining performance

16. Top executive constraints
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-11
Research on Effects of Strategic Leadership
CEO succession
Case studies
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-12
Learning Objective 4
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-13
Understand the potential advantages of executive teams and how
to use them effectively
Executive Teams
Potential advantages
Facilitating conditions
Leadership
Example study
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-14

17. Learning Objective 5
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-15
Understand some emerging theories of leadership in
organizations
Emerging Theories
Shared and distributed leadership
Relational leadership
Complexity theory
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-16
Two Key Executive Responsibilities
External monitoring
Competitive strategy formulation
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-17
Learning Objective 6
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-18
Understand the procedures that can be used to formulate a good

18. competitive strategy
Guidelines for Strategic Leadership
Determine long-term objectives
Learn customers’ wants and needs
Learn about competitors
Assess current strengths and weaknesses
Identify core competencies
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-19
Guidelines for Strategic Leadership (Cont.)
Evaluate need for strategic change
Identify promising strategies
Evaluate strategy outcomes
Involve other executives
Copyright© 2013 Pearson Education Inc. publishing as Prentice
Hall. Leadership in Organizations
11-20