Exam 4: Socializing, Building Trust, Training, Motivating, and Leading Teams Abstract

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1. Involve team members in the design and implementation of the reward system.
2. Clearly communicate about the reward system.
3. Reward both individual and team performance.
4. Align individual and team performance metrics.
5. Include peer reviews in evaluations.
6. Clearly articulate the organization's overall goals.
7. Build relationships.

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1. Attributed charisma. Leaders are seen as being charismatic when they display a sense of power and confidence, remain calm during crisis situations, and provide reassurances that obstacles can be overcome.
2. Idealized influence. Leaders display idealized influence when they talk about their important values and beliefs; consider the moral and ethical consequences of their decisions; display conviction in their ideals, beliefs, and values; and model values in their actions.
3. Intellectual stimulation. Intellectually stimulating leaders help followers recognize problems and ways to solve them. They encourage followers to challenge the status quo. They champion change and foster creative deviance.
4. Inspirational leadership. Inspirational leaders give followers hope, energizing them to pursue a vision. They envision exciting new possibilities, talk optimistically about the future, express confidence that goals can be met, and articulate a compelling vision of the future.
5. Idealized consideration. Transformational leaders show personal interest and concern in their individual followers, and they promote their followers' self-development. They coach their followers, serve as their mentors, and focus them on developing their strengths.

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Since the student is asked to take a position, answers will vary with the position chosen. Answers should reflect knowledge of learning theory principles, and should recognize that there are different learning approaches. A focus on social learning, for instance, is probably more acceptable to students -- and workers -- than use of classical conditioning since the latter is ""mindless"" in the sense that employees are not told what behaviors are desired but are ""trained"" to respond automatically and thus can't use free will. A thorough answer should somehow recognize that the issue is not whether employees' behavior will be reinforced, but whether it will be systematically reinforced using learning theory principles. That is, behavior is always being reinforced, whether intentionally or not. Application of learning theory does help ensure that employees are rewarded for things that are desirable to the organization. This requires the company to make sure that rewards are valent to employees and are administered appropriately. Since procedural fairness and distributive fairness are very important to employees, and clear expectancies and instrumentalities are critical for employee motivation, systematic application of learning theory may actually reduce employee stress. Further, those arguing in favor of applying learning principles may note the emphasis of organizational behavior modification on positive reinforcement.