ADM 2336 Lecture Notes - Lecture 10: Transactional Leadership, Conflict Resolution, Transformational Leadership

• School: University of Ottawa
• Department: Administration
• Course: ADM 2336
• Professor: Gerard Brathwaite- Sturgeon

Document Summary

Each member has a great deal of discretion in terms of what they do and with whom they interact in the course of the (cid:272)olla(cid:271)o(cid:396)atio(cid:374) i(cid:374)(cid:448)ol(cid:448)ed i(cid:374) a(cid:272)(cid:272)o(cid:373)plishi(cid:374)g the tea(cid:373)"s (cid:449)o(cid:396)k. A high degree of goal interdependence exists when team members have a shared vision of the tea(cid:373)"s goal a(cid:374)d alig(cid:374) thei(cid:396) i(cid:374)di(cid:448)idual goals (cid:449)ith that (cid:448)isio(cid:374) as a (cid:396)esult: develop a formalize mission statement. A high degree of outcome interdependence exists when team members share in the rewards that the team earns: pay bonuses, formal feedback and recognition, pats on the back, extra time off, and continued team survival. Using a form of task interdependence that is not called for will generally lead to poor goal accomplishment: ex. Using reciprocal interdependence when sequential is sufficient = wasted time: using sequential interdependence when reciprocal is called for = poor product/ service. Team composition is the mix of people who make up the team. More conscientious members = better team performance.