Chapter 5 - Cooperation and Competition Chapter 8 - Power and Social Influence Chapter 10 - Situational Leadership

1. Team Development
Chapter 5 - Cooperation and
Competition
Chapter 8 - Power and Social
Influence
Chapter 10 - Situational Leadership
March 26, 2015

2. The essence of teamwork is the cooperative
interactions of team members. Team members
should be working together toward a common
goal, but competition makes team members work
against one another. (Levi, p. 82)

3. Cooperation and Competition
Rather than being cooperative or
competitive, team members are often both
simultaneously – a mixed motive situation
• In what sense was teamwork a mixed motive
situation for team members in Remember the
Titans?
• What strategies did the Coach use to deal with
potentially negative effects of competition within
the team?

4. Cooperation and Competition
Even though working cooperatively on a team
should prevent competition, competition often
occurs anyway. Team members may misperceive
the situation and turn a cooperative situation
into a competitive one.
Levi asserts 3 reasons for this: Can you provide
examples from the movie?
0 Culture
0 Personality
0 Organizational rewards

5. Unhealthy Agreement
The Abilene Paradox (Harvey, 1988) has several
symptoms:
0 Team members feel angry about the decisions the team is
making
0 Team members agree in private that the team is making
bad decisions
0 The team is breaking up into subgroups that blame others
for the team’s problems
0 People fail to speak up in meetings or to communicate
their real opinions.
Consider all those who were part of an “extended” team – coaches,
assistants, players, as well as those in a position of influence. Were
there any “trips to Abilene?” Why or why not?

6. Rules for Constructive Controversy – Do
you have situations in which you can
apply them?
0 Establish openness norms.
0 Assign opposing views.
0 Follow the golden rule of controversy (discuss issues
with others the way you want issues discussed with
you).
0 Get outside information.
0 Show personal regard (criticize ideas, but not a
person’s motivation or personality).
0 Combine ideas (avoid either /or thinking – try to
combine ideas to create alternative solutions.)

7. Power and Social influence
 What is the nature of conformity?
Defined as a change in a person’s behavior
or opinions as a result of real or imagined
pressure from a person or a group of people.
What causes people to conform to group
pressure?
What did Asch’s experiments on conformity
tell us about how people behave?

8. Variables that Increase or
Decrease conformity

9. Bases of Power

10. Cycle of Power

11. Power Styles

12. Leadership in teams

13. Situational leadership behaviorsSupportingBehavior
Directive Behavior
low high
high
S1
S2S3
S4

14. Situational leadershipSupportingBehavior
Directive Behavior
low high
high
Hershey & Blanchard

15. Development Level of the
Follower
Competence = Knowledge and Skills
Commitment = Motivation and Confidence