Chapter10FollowerSatisfactionandEngagementCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroduction.Understandingandinfluencingfollowersatisfaction.Understandingandimprovingemployeeengagement.IntroductionToomanyhighlytrained,committedprofessionalsreturnagainandagaintothemethodologythatemployeeengagementprogramsarewhat“WEmightdotomakeTHEMfeelinvestedinUS.”TheyareanHRbrand-loyaltymarketingprogram,really.MarkKille,humanresourcesconsultant.Happyfollowersmaybecontentwiththesituationandexpresslittleurgencytogetanythingdone,whereasdissatisfiedworkerssometimesproducesuperiorresults.UnderstandingandInfluencingFollowerSatisfactionSatisfiedworkersaremorelikelyto:Continueworkingforanorganization.Engageinorganizationalcitizenshipbehaviorsthatgobeyondjobdescriptionsandrolerequirements.Helpreducetheworkloadorstressofothersintheorganization.Dissatisfiedworkersaremorelikelytobeadversarialintheirrelationswithleadershipandengageindiversecounterproductivebehaviors.Dissatisfactionisakeyreasonwhypeopleleaveorganizations,andmanyofthereasonspeoplearesatisfiedordissatisfiedwithworkarewithintheleader’simmediatecontrol.EmployeeTurnoverHasthemostimmediateimpactonleadershippractitioners.Functionalturnover

isconsideredhealthyforanorganizationExamples:Whenfollowersretire,donotfitintotheorganization,oraresubstandardworkers.Dysfunctionalturnover

occurswhenanorganization’sbestandbrightestbecomedissatisfiedandleave.Mostlikelytooccurwhendownsizingistheresponsetoorganizationaldecline.Table10.1:WhyPeopleLeaveorStaywithOrganizationsSources:SIGMAAssessmentSystems,;PaceCommunication,HemispheresMagazine,November1994,p.155;“KeepingWorkersHappy,”USAToday,February10,1998,p.1;B.G.Graves,“WhyPeopleQuitTheirJobs,”HarvardBusinessReview,September2016,/2016/09/why-people-quit-their-jobs;andB.KayeandS.Jordan-Evans,Love‘EmorLoseEm:GettingGoodPeopletoStay,5thed.(SanFrancisco:Berrett-Koehler,2014).WhyDoPeopleLeaveOrganizations?WhyDoPeopleStaywithOrganizations?LimitedrecognitionandpraisePromiseslong-termemploymentCompensationExcitingworkandchallenge LimitedauthorityFairpay PoororganizationalcultureEncouragesfun,collegialrelationships RepetitiveworkSupportivemanagement ItemsFoundonJobSatisfactionSurveysGlobalsatisfaction:Assessestheoveralldegreetowhichemployeesaresatisfiedwiththeirorganizationandtheirjob.Facetsatisfaction:Assessesthedegreetowhichemployeesaresatisfiedwithdifferentaspectsofwork,suchaspay,benefits,promotionpolicies,andworkinghoursandconditions.Findingsregardingglobalandfacetsatisfaction.Peoplegenerallytendtobehappywiththeirvocationoroccupation.Hierarchyeffect:Peoplewithlongertenureorinhigherpositionstendtohavehigherglobalandfacetsatisfactionratingsthanthosenewertoorlowerintheorganization.Lifesatisfaction:Concernsaperson’sattitudesaboutlifeingeneral.TypicalItemsonaSatisfactionQuestionnaireTheseitemsareoftenratedonascalerangingfromstronglydisagree(1)tostronglyagree(5).Overall,Iamsatisfiedwithmyjob.Ifeeltheworkloadisaboutequalforeveryoneintheorganization.Mysupervisorhandlesconflictwell.Mypayandbenefitsarecomparabletothoseinotherorganizations.Thereisarealfutureforpeopleinthisorganizationiftheyapplythemselves.Exceptionalperformanceisrewardedinthisorganization.Wehaveagoodhealthcareplaninthisorganization.Ingeneral,Iamsatisfiedwithmylifeandwhereitisgoing.GlobalandFacetSatisfactionandJobSatisfactionSurveysJobsatisfactionsurveysareusedextensivelyinbothpublicandprivateinstitutions.Surveyresultsaremostusefulwhencomparedwithresultsfromareferencegroup,suchasanorganization’spastresultsorratingsfromsimilarorganizations.Leadersmustbewillingtotakeactionbasedonsurveyresultsorrisklosingcredibilityandactuallyincreasingjobdissatisfaction.TheoriesofJobSatisfaction:OrganizationalJusticeOrganizationaljusticeisbasedonthepremisethatpeoplewhoaretreatedunfairlyarelesssatisfied,productive,andcommittedtotheirorganizations.Likelytoinitiatecollectiveactionandengageincounterproductiveworkbehaviors.Consistsofthreecomponents.Interactionaljustice:

Reflectsthedegreetowhichpeoplearegiveninformationaboutdifferentrewardproceduresandaretreatedwithdignityandrespect.Distributivejustice:

Concernsfollowers’perceptionsofwhetherthelevelofrewardorpunishmentisproportionatetoanindividual’sperformanceorinfraction.Proceduraljustice:

Relatestotheprocessthatrewardsandpunishmentsareadministered.TheoriesofJobSatisfaction:Herzberg’sTwo-FactorTheoryIdentifiesthefollowingfactorsofsatisfaction:Motivators:Factorsthatleadtosatisfactionatwork.Hygienefactors:Factorsthatleadtodissatisfactionatwork.Effortsdirectedtowardimprovinghygienefactorswillnotincreasefollowers’motivationorsatisfaction.Keytoincreasingfollowers’satisfactionlevelsistojustadequatelysatisfythehygienefactorswhilemaximizingthemotivatorsforaparticularjob.Figure10.3:Herzberg’sTwo-FactorTheoryAccessthetextalternativeforslideimages.UnderstandingandImprovingEmployeeEngagement1

SomeaspectsofjobsatisfactionarehighlyrelatedtoemployeeengagementEmployeeengagement:Followers’attitudesabouttheorganizationandtheirworkactivities.Fullyengagedfollowersarebelievedtobemorecommittedtoteamandorganizationalsuccess,putforthmorework-directedeffort,andputinthehoursnecessarytocompleteassignedtasks.Disengagedfollowersdonotcareaboutorganizationalsuccessandaremoreinterestedincollectingpaychecksthancompletingworkassignments.UnderstandingandImprovingEmployeeEngagement2Surveysareadministeredtodeterminewhatpercentageofpeopleareactivelyengaged,engaged,disengaged,oractivelydisengaged.Presenteeismiscommoninmanyorganizations.Presenteeism:Notionofbeingatworkwhileone’sbrainisnotfullyengaged.Employeeengagementhasbecomesopopularovertheyearsbecauseoftheengagement-shareholdervaluechain.Organizationswithhigherpercentagesofengagedandactivelyengagedfollowersshouldultimatelygeneratehighershareholderreturns.UnderstandingandImprovingEmployeeEngagement3Someorganizationsfeelobligatedtosurveyemployeesbutnotcompelledtoimproveengagementscores.Otherorganizationserroneouslybelieveperkscauseemployeeengagement.Thisdoesnotmakeupforlongworkhoursormonotonouswork.Thebestapproachisforleaderstoshareresultswiththeirfollowersandjointlyidentifythefactorspotentiallyaffectingtheresultsaswellasareasofstrengthandimprovementintheengagementscores.Biggestobstacletoimprovingemployeeengagement:Incompetentmanagement.Someleadershavenoideahowfollowersfeelaboutwork.Othersmistreattheirfollowersanddonotcarewhethertheyareengaged.SummaryJobsatisfactionisthesetofattitudespeoplehaveaboutwork,theircareers,andtheirlives.Employeeengagementisconcernedwithfollowers’specificattitudesabouttheirwork,theequipmenttheyuse,theimpactoftheirwork,recognitionandrewards,andtheirimmediatesupervisors.Localeconomicconditions,ill-conceivedorganizationalpolicies,majorchangeinitiatives,anonymityconcerns,demandeffects,thenatureoftheworkperformed,followerexpectations,andpersonalitytraitscananddoimpactemployeeengagementscores.EndofMainContentCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.AccessibilityContent:TextAlternativesforImagesFigure10.3:Herzberg’sTwo-FactorTheory-TextAlternativeReturntoparent-slidecontainingimages.Thetwofactorsaremotivatorsandhygienefactors.Thefactorsthatcanmeasurewhetherafollowerisnotsatisfiedorsatisfiedatworkarethemotivators.Thefactorsthatcanmeasurewhetherafollowerisdissatisfiedornotdissatisfiedarehygienefactors.Returntoparent-slidecontainingimages.Chapter11FollowerPerformance,Effectiveness,andPotentialCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroductionUnderstandingandmanagingfollowerperformanceUnderstandingandmanagingunitandteameffectivenessUnderstandingfollowerpotentialIntroductionIt’struethathardworkneverkilledanybody,butIfigure,whytakethechance?RonaldReagan,formerU.S.presidentDefiningPerformance,UnitorTeamEffectiveness,andPotentialPerformance:

Whatindividualfollowersaccomplishandthebehaviorsexhibitedtoachieveresults.Unitorteameffectiveness:Concernscollectiveresults.Potential:Primarilycentersaroundpromotiondeterminations.UnderstandingandManagingFollowerPerformanceFollowerperformancefallsintotwomajorcategories.Thewhatofperformance:Pertainstotaskandgoalaccomplishment.Thehowofperformance:Thosebehaviorsdirectedtowardtheaccomplishmentofteamororganizationalgoals.UnderstandingandManagingFollowerPerformance1Leadersneedtofullyunderstandtheteamandorganizationgoals.Thesegoalswilldictatewhatfollowersneedtogetdoneandthetype,intensity,anddurationoffollowerbehaviorneededforgoalaccomplishment.Leadersneedtounderstandthecontextorsituationinwhichfollowergoals,taskassignments,andbehaviorsneedtobeexhibited.Followerscanchoosetospendtheirtimeengagingindifferentsortsofbehavioratwork.Thesebehaviorsmayormaynotbedirectedatgoalaccomplishment.UnderstandingandManagingFollowerPerformance2Factorsthataffectfollowers’performancelevelsapartfrommotivation.Followers’knowledgeandexperience.Havingtherighthardwareandsoftware.Leveragingtherightprocessesandprocedure.UnderstandingandManagingFollowerPerformance3Leadersshouldbeproficientinthefollowingcomponentsoftheperformancemanagementcyclewhenworkingwithfollowerstoaccomplishgroupororganizationalgoals:Planning:Understandingtheteam’sororganization’sgoals,therolefollowersneedtoplayingoalaccomplishment,thecontextinwhichfollowersoperate,andthebehaviorstheyneedtoexhibitfortheteamtobesuccessful.Monitoring:

Includestrackingfollowerperformance,sharingfeedbackongoalprogress,andprovidingneededresourcesandcoaching.Evaluating:Providingsummaryfeedbackonjobperformancetofollowers.Figure11.2:ThePerformanceManagementCycleMonitoringTechnologicaladvanceshaveallowedleaderstouseelectronicperformancemonitoringtoamuchgreaterextentthaneverbefore.Organizationslikeelectronicperformancemonitoringasitischeap,providesmorecontrol,andhelpstaketime-wastingbehavioroutoftheworkplace.Problemsfacedbyorganizations.Managinghighperformersandhighflyers.Talenthoarding.EvaluatingDifferentiation

offollowersisacriticalaspectofevaluatingperformance,anddoingthiswellshouldsystematicallyimprovethequalityoffollowersovertime.Performanceconsequencesshouldbeallocatedtoemployeesbasedonfairjudgments.Mostorganizationsconsiderthemselvesmeritocracies,wherethosewhogetthebestresultsaregiventhebestrewards.Personalgrowthhasrecentlybecomeamoreimportantaspectofevaluationforsomecompanies.Performanceappraisalsareusedbythemajorityofcompaniestoevaluateemployees.EvaluationofFollowers’PerformanceContentiousissuesareasfollows:Somejobsaremuchmoredifficulttoevaluatethanothers.Leadersmaysometimesassignthewrongperformancegoalstofollowersbecausetheymaylackbetterunderstandingofthejob.Asizablepercentageofleaderswanttobemorepopularthanfair.Manyleadersandfollowershavenegativereactionstothebureaucraticnatureofperformanceappraisals.UnderstandingandManagingUnitandTeamEffectiveness1Effectivenessisusuallytheultimatecriterionbywhichleadersarejudgedbecauseitisconcernedwiththeoutcomesorresultsoffollowers'behavior.Organizationeffectivenessmeasuresworthnotingareasfollows:Insomesituations,leadersmayneedtodefineteamgoals.Effectivenessmeasuresallsufferfromsomedegreeofcriterioncontamination.Criterioncontaminationoccurswheneffectivenessmeasuresareaffectedbyfactorsunrelatedtofollowerperformance.Leadersnotonlyneedtoknowhowwinningisdefined,buttheyalsoneedtoknowthevariousfactorsthataffectgoalaccomplishment.UnderstandingandManagingUnitandTeamEffectiveness2Progressagainstasetoforganizationalgoalsandkeyperformanceindicatorsisusuallypublishedintheformofateamor

balancedscorecard.Balancedscorecardswillincludeorganizationalgoalsthatcanprovidemiddleandmoreseniorleaderswithacomprehensivepictureoforganizationaleffectiveness.Leadersneedtoensurefollowersunderstandhowtheirperformancecontributestoteamororganizationalgoalaccomplishment.UnderstandingFollowerPotential1Mostorganizationsreporthavingseriousshortfallsinleadershiptalent.Organizationshavetriedtosolvethisproblembyhiringoutsidepeopleintoleadershippositionsbutthishaschallenges.Mostpeoplearepoorjudgesoftalentanddonotalwaysmakegoodhiringdecisions.Hiringpeoplefromtheoutsidetofillleadershippositionscanbedemoralizingforthoseinthecompanyandcausethemtoleave.UnderstandingFollowerPotential2Accordingtoresearch,thebestwaytotackletheleadershiptalentshortfallistoidentifyanddevelopfollowerswhohavethemostpotentialtobeeffectiveleaders.Leadershippotential:

Follower’scapacitytoadvanceoneormorelevelswithintheorganizationReadiness:

Evaluationofafollower’simmediatepromotability.Successionplanning:

Theprocessmostorganizationsusetomakeleadershippotentialandreadinessdecisions.Episodicandinformalinsmallcompanies.Systematicinlargecompanies.9-boxmatricesorreplacementtablesareusedtoevaluateperformanceandpotentialoffollowersforkeypositionsofleadershipFigure11.3:9-BoxMatrixAccessthetextalternativeforslideimages.UnderstandingFollowerPotential3Organizationsruncalibrationmeetingstostandardizeratingsacrossleaderswithsimilargroupsoffollowers.Someorganizationsusereplacementtablesforkeyleadershippositions.Theyidentifythoseleadershiprolesmostcriticaltostrategyexecutionandorganizationaleffectiveness.Theycreatetablesthatidentifythecandidatesmostlikelytofillaparticularroleshouldthecurrentoccupantbecomeabsentduetoanycircumstance.Theyidentifypeopletosendtohigh-potentialprogramstoacceleratetheirabilitytoassumegreaterleadershipresponsibilitiesandplugtheReady-nowgapforcriticalleadershippositions.ProblemsWithHigh-Performance/HighPotentialListsManyofthecandidateswhoareshortlistedtothehigh-performance/high-potentiallistsaregoodindividualcontributorswhoknowhowtopleasetheirbossesbuthavequestionableabilitytobeeffectiveleaders.Mostcompaniesrelysolelyonaleader’sjudgmenttoevaluatefollowersandnotoncertainpersonalitytraits,intelligence,and360-degreefeedbackratings,andteamassessments,whicharemoreaccurateandlessbiased.Candidates’namesrarelymakesitoutofthelistsoncenominated,yetthereisampleresearchshowingthatjobperformancevariesdramaticallyfromoneyeartothenext.Table11.3:MethodsforDeterminingLeadershipPotential1DeterminingLeadershipPotentialProsConsTraditionalapproach:

BossratingsWidespreaduseBosseshavecompletecontrolBossesarenotgoodjudgesoftalentConfidenceismoreimportantthancompetenceLackofstandardizationLackoffamiliaritywithcandidatesPoliticsABetterApproach:BossRatingsPersonalityTraitsIntelligenceBetterpredictorsofleadershipeffectivenessandderailmentMorecandidatesaddedtopoolFairertoemployeesMoreinsightintocandidatesMoreexpensive($100to150percandidate)BossesdiscountdataBosseslosesomecontrolCannottellifcandidatescanbuildteamsTable11.3:MethodsforDeterminingLeadershipPotential2DeterminingLeadershipPotentialProsConsTheBestApproach:BossRatingsPersonalityTraitsIntelligenceTeamEffectivenessBestpredictorsofleadershipeffectivenessandderailmentMorecandidatesaddedtopoolFairertoemployeesCantellifcandidatescanbuildteamsMoreinsightintocandidatesMostexpensive($400–600percandidate)BossesdiscountdataBosseslosesomecontrolLeaders'ImplicationsforHigh-performance/High-potentialListsLeadersneedtounderstandthattheymaybecalledupontoevaluatefollowers’potential,performance,andreadinesslevels.Leadersneedtoknowhowtheircompanymeasurespotential,performance,andreadiness.Leadersshouldusedatawheneverpossiblewhenmakingjudgementsaboutpotential,performance,andreadinesslevels.Leadersneedtounderstandthatifthesamegroupoffollowerscomesuponhigh-performance/high-potentiallistseveryyear,thenthereislikelysomeproblemwithhowtheselistsaregettinggenerated.SummaryManagingfollowers’performanceandachievingteamandorganizationalgoalsarethemostcriticalresponsibilitiesforleaders.Leadersareoftenaskedtoprovidepotential,performance,andreadinessratingsforreplacementtablesand9-boxmatrices,twomoreformaltechniquesorganizationsuseinsuccessionplanning.Outsidehirescanhelpfillleadershipgapswithinanorganization,butmoreoftenthannot,organizationsarebetteroffpromotingfromwithin.EndofMainContentCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.AccessibilityContent:TextAlternativesforImagesFigure11.3:9-BoxMatrix-TextAlternativeReturntoparent-slidecontainingimages.Thematrixconsistsof3rowsand3columns.Belowthematrix,isarangethatrepresentsperformancethatiseitherlow,moderate,orhigh.Ontherightofthematrixisarangethatrepresentspotentialthatiseitherlow,moderate,orhigh.Eachboxinthematrixdepictsafolloweraccordingtotheirpotentialandperformanceratings.Thefirsttopthreeboxesofthematrixdepictthefollowingtypesoffollowerswhohavehighpotential:the“roughdiamond”whoisalowperformer,the“futurestar”followerwhoisamoderateperformer,andthe“consistentstar”whoisahighperformer.Thethreeboxesinthemiddlerowdepictthefollowingtypesoffollowerswhohavemoderatepotential:the“inconsistentplayer”whoisalowperformer,the“keyplayer”whoisamoderateperformer,the“currentstar”whoisahighperformer.thelastrowofthematrixdepictthefollowingtypesoffollowerswhohavelowpotential:the“talentrisk”whoisalowperformer,the“solidprofessional”whoisamoderateperformer,andthe“highprofessional”whoisahighperformer.Returntoparent-slidecontainingimages.Chapter12Groups,Teams,andTheirLeadershipCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroductionIndividualsversusgroupsversusteamsThenatureofgroupsTeamsVirtualteamsOnthehorizonIntroduction1Wearebornforcooperation,asarethefeet,thehands,theeyelids,andtheupperandlowerjaws.MarcusAurelius,Romanemperor,161to180.Introduction2Groupsandteamsaredifferentfromtheskills,abilities,values,andmotivesofthosewhocomposethem.Groupsandteamshavetheirownspecialcharacteristics.Groupperspective:Howdifferentgroupcharacteristicscanaffectrelationshipsbothwiththeleaderandamongthefollowers.IndividualsversusGroupsversusTeamsTeammembershaveastrongersenseofidentificationamongthemselvesthangroupmembersdo.Teamshavecommongoalsortasks,whereasgroupmembersmaynothavethesamedegreeofconsensusaboutgoalsthatteammembersdo.Taskindependenceisgreaterwithteamsthanwithgroups.Teammembershavemoredifferentiatedandspecializedrolesthangroupmembers.NatureofGroupsGroup:Twoormorepersonsinteractingwithoneanotherinamannerthateachpersoninfluencesandisinfluencedbyeachotherperson.Thisdefinitionincorporatestheconceptofreciprocalinfluencebetweenleadersandfollowers.Thedefinitiondoesnotconstrainindividualstoonlyonegroup.Groupmembersinteractandinfluenceeachother.Althoughgroupsplayapervasiveroleinsociety,mostpeoplespendlittletimethinkingaboutthefactorsthataffectgroupprocessesandintragrouprelationshipsImplicationsofGroupSize1Leaderemergenceispartlyafunctionofgroupsize.

Asgroupsizeincreases,cliquesaremorelikelytodevelop.Cliques:Subgroupsofindividualswhooftensharethesamegoals,values,andexpectations.ImplicationsofGroupSize2Affectsaleader’sbehavioralstyle.Leaderswithalargespanofcontroltendtobemoredirective,spendlesstimewithindividualsubordinates,anduseimpersonalapproacheswheninfluencingfollowers.Leaderswithasmallspanofcontroltendtodisplaymoreconsiderationandusepersonalapproacheswheninfluencingfollowers.Affectsgroupeffectiveness.LimitationstotheBenefitsofSizeTheremaybedecreasingreturns,onaper-capitabasis,asgroupsizeincreases.Mayoccurinadditivetasksduetoprocesslosses.Additivetask:Ataskwherethegroup’soutputinvolvesthecombinationofindividualoutputs.Processlosses:Inefficienciescreatedbymoreandmorepeopleworkingtogether.Socialloafing:Phenomenonofreducedeffortbypeoplewhentheyarenotindividuallyaccountablefortheirwork.Socialfacilitation:Peopleincreasingtheireffortsorproductivityinthepresenceofothers.Tuckman’sStagesofGroupDevelopmentForming:Characterizedbypoliteconversation,thegatheringofsuperficialinformationaboutfellowmembers,andlowtrust.Storming:Markedbyintragroupconflict,heightenedemotionallevels,andstatusdifferentiationasremainingcontendersstruggletobuildalliancesandfulfillthegroup’sleadershiprole.Norming:Characterizedbytheclearemergenceofaleaderandthedevelopmentofgroupnormsandcohesiveness.Performing:Markedbygroupmembersthatplayfunctional,interdependentrolesthatarefocusedontheperformanceofgrouptasks.Gersick’sPunctuatedEquilibriumModelTeamsdonotnecessarilyjumprightinandgettowork.Spendtheinitialmonthstryingoutvariousideasandstrategies.Experiencetheequivalentofamidlifecrisismidwayintotheproject.Thereisaflurryofactivityandareexaminationofthestrategytoseeifitwillallowthemtocompletetheirwork.GroupRolesSetsofexpectedbehaviorsassociatedwithparticularjobsorpositions.Canbecategorizedintermsoftaskandrelationshipfunctions.Taskrole:Dealswithgettingataskdone.Relationshiprole:Dealswithsupportingrelationshipswithinaworkgroup.Problemsthatcanoccurwithgrouprolesandimpedegroupperformance.Dysfunctionalroles.Roleconflict.Roleambiguity.RoleConflictReceivingcontradictorymessagesaboutexpectedbehavior.Waysinwhichroleconflictcanoccur.Intrasenderroleconflict:Samepersonsendsmixedsignals.Intersenderroleconflict:Receivinginconsistentsignalsfromseveralothersaboutexpectedbehavior.Interroleconflict:

Inabilitytoperformone’srolesaswellasonewouldlike.Person–roleconflict:Violationofaperson’svaluesbyroleexpectations.GroupNorms1Norms:Informalrulesgroupsadopttoregulateandregularizegroupmembers’behavior.Morelikelytobeseenasimportantandapttobeenforcedifthey:Facilitategroupsurvival.Simplify,ormakemorepredictable,whatbehaviorisexpectedofgroupmembers.Helpthegroupavoidembarrassinginterpersonalproblems.Expressthecentralvaluesofthegroupandclarifywhatisdistinctiveaboutthegroup’sidentity.GroupNorms2Hackmanrecommendsthataleaderhasaresponsibilitytofocustheteamoutwardlytoenhanceperformance.Groupmembersshouldactivelyscantheenvironmentforopportunitiesthatwouldrequireachangeinoperatingstrategytocapitalizeuponthem.Teamsshouldidentifythefewbehaviorsthatteammembersmustalwaysdoandthosetheyshouldneverdotoconformtotheorganization’sobjectives.GroupCohesion1Sumoftheforcesthatattractmemberstoagroup,provideresistancetoleavingit,andmotivatethemtobeactiveinit.Highlycohesivegroupsinteractwithandinfluenceeachothermorethanlesscohesivegroupsdo.Havelowerabsenteeismandlowerturnover,whichcancontributetohighergroupperformance.Greatercohesivenessdoesnotalwaysleadtohigherperformance.Maysometimesdevelopgoalscontrarytothelargerorganization’sgoals.GroupCohesion2Disadvantagesofhighlycohesivegroups.Overbounding:Tendencytoerectwhatamounttofencesorboundariesbetweenthemselvesandothers.Groupthink:Peopleinhighlycohesivegroupsoftenbecomemoreconcernedwithstrivingforunanimitythanobjectivelyappraisingdifferentcoursesofaction.Ollieism:Occurswhenillegalactionsaretakenbyoverlyzealousandloyalsubordinateswhobelievethatwhattheyaredoingwillpleasetheirleaders.KeyCharacteristicsofEffectiveTeams1Haveaclearmissionandhighperformancestandards.Leadersoftenevaluateequipment,trainingfacilitiesandopportunities,andoutsideresourcesavailabletohelptheteam.Spendaconsiderableamountoftimeassessingthetechnicalskillsofteammembers.Worktosecuretheresourcesandequipmentnecessaryforteameffectiveness.Spendtimeplanningandorganizinginordertomakeoptimaluseofavailableresources.KeyCharacteristicsofEffectiveTeams2Teamsh