Chapter 9 deals with the very important topic of motivation. This topic is quite

Chapter 9 deals with the very important topic of motivation. This topic is quite complex and is usually covered in an organizational behavior class. Since this is a leadership course, the focus on motivation should be on how leaders can motivate their followers. One way of looking at this is how leaders develop excellent followers. The first entails how leaders can develop exemplary followers, including followers who are parts of excellent teams. The second framework concentrates on the servant leader and how that person interacts with followers.
Chapter 10 deals with groups and teams. The latter have become extremely important as in today’s organizations. At the most basic level, you need to understand group dynamics.
To understand how people work together in groups effectively, you ought to know some of the major group characteristics and the effects they have on group interaction. You should also understand that all groups go through a predictable progression of development. These five stages are: forming, storming, norming, performing, and adjourning. This section of the lecture notes examines five of the most important characteristics of groups: roles, norms, status, cohesiveness, and group size.
Roles: A “ role” is an expected behavior. In any group situation, members are concerned with three types of roles: perceived, expected, and enacted. The “ perceived role” is the way individuals believe they ought to act. The corollary to the perceived role is the expected role. An “expected role” is the way others expect you to act. Finally, the “enacted role” is the way a person actually does something.
Norms: Norms are implied and/or stated rules of behavior that have been accepted by members of a group. Most groups do not have a large number of norms. Usually only those areas or things that are important to the functioning or existence of the group become focal points for normative behavior. For example, the average group does not care where its members attend church, but is usually very much concerned that no member of the group “squeals” to management about the behavior of any other member. Typical company-wide norms include coming to work each day, arriving on time, and observing company holidays.
Status: Status is the relative ranking that one individual in a group has in relation to the others. Status typically carries with it some of the trappings of power. For example, if there are three supervisors of apparently equal rank in the plant, which one has the most status? The answer is easy: The one with the largest office and the nicest furnishings. People assign importance to these physical factors.
Cohesiveness: Cohesiveness refers to the closeness or personal attractiveness that exists between members of a group. When cohesion is high, members are motivated to remain with the group; when it is low, they are motivated to leave the group. Among formal organizations, if there is low cohesiveness, the members will seek promotions, transfers, or reassignments to other groups in the hierarchy or will simply leave the organization and seek employment elsewhere. Within informal organizations, low cohesiveness will bring about intragroup conflict and tension.
Size: Another important group characteristic is size. Workers tend to be more satisfied in smaller groups of eight or less; as group size increases, there is less satisfaction. The reason for the dissatisfaction can often be traced back to a decline in cohesiveness. Group members find it difficult to interact and share feelings and work assignments with twenty people as easily as they can with five.
Is there a difference between a group and a team? Groups rely on interaction and mutual goals. Teams probably have a greater emphasis on outcomes and task interdependence is typically greater. In today’s workplace, teams exist for many purposes and employees may belong to more than one team. There is also the issue of virtual teams where interaction is done by electronic means rather than face-to-face meetings.
Chapter 10 also spends a lot of time on the Team Leadership Model and you should review this section of the test for additional information on leadership models.
Week Five Discussion Questions (due by Thursday)
Note: Please type the question and then the answer which should be about 250 words for each question
1. Chapter 9 introduces you to the concept of the Pygmalion Effect and the Golem Effect. In your own words, tell us what each of these means and give a real example of each from your own experience.
2. How does effective leadership differ when dealing with a virtual team as opposed to an on-site team?