1、Chapter 9 Chapter 9 Boundary Spanning and Team Boundary Spanning and Team LeadershipLeadershipPp.248-275Learning ObjectivesLearning ObjectivesDescribe boundary spnning leadership behaviors and provide specific examples of these behaviorsExplain why boundary spanning leadership behaviors can have pos
2、itive effects on followersDescribe skills,abilities,and sources of power that leader need to be effective at boundary spanningDescribe the individual and organizational benefits that can result from effective boundary spanning behaviorsDescribe an approach to negotiation that will maximize benefits
3、for all partiesDescribe team leadership as an important role that requires effective boundary spanning and other leadership behaviorsIdentify follower,organizational,and task characteristics for which boundary spanning leadership behaviors would be highly effective and for which they would not be ef
4、fectiveDefinition of Boundary Spanning LeadershipDefinition of Boundary Spanning LeadershipBoundary spanning leadership is leader actions that establish and maintain a groups integrity throughNegotiating with nongroup membersResolving disputes among followers and subgroupsObtaining resourcesEstablis
5、hing influence networksHelping followers deal with the external environmentP.249Boundary spanning leadership behaviorsBoundary spanning leadership behaviorsDefine and manipulate unitboundariesObtain,filter,store,and disseminateinformationRespond to external demands and influencesReslove stalemateand
6、 conflictsNegotiate for resources and distribution of output Sensitize unit members to environmental issuesDevelop and maintain networksBoundary-SpanningLeadership BehaviorsP.251Examples of Boundary Spanning Leadership Examples of Boundary Spanning Leadership BehaviorsBehaviorsDefining and modifying
7、 organizatinal or unit bpundaries so members know who is and who is not a member.Protecting Representing thet group while resisting unreasonable demands and responding to outside influence.Managing interactions between leaders and followers,among followers themselves,and among subgroups within the l
8、eaders unit,including helping to resolve stalemates and conflicts.Negotiating with upper management and other outsiders to obtain resourcesfor the unit and to arrange for distribution of the units output.Identifying and describing for group members what they should attend to in the environment and w
9、hat they should ignore to help them make sense of developments that may affect them.Developing and maintaining networks inside and outsidethe leaders own organization,and using these networks to describe its legitimacy,image,and power.Obtaining,filtering,and storing valuable information from the uni
10、ts environment,putting the information into a useful form,and disseminating it to unit members.Importance of Boundary SpanningImportance of Boundary SpanningBoundary spanners play both representative and linking-pin roles.Representatives-speakespersons for their own group and their loyalties were en
11、tirely to that group.Linking-pin-members of two or more interacting groups,with loyalties to both;they fulfill a liaison role,helping to coordinate and resolve conflicts among groups.P.252Importance of Boundary Spanning-Importance of Boundary Spanning-7 leadership roles7 leadership rolesFigurehead-P
12、eforming symbolic actsLiaison-Forming and maintaining networksMonitoring-Obtaining information from outsideDisseninator-Passing other subunitsinformation Spokesperson-Transmitting information and express value statementsDisturbance handler-Dealing with conflicts and crisisNegotiator-bargaining and b
13、uffering P.252Skills,traits,and sources of power for effective Skills,traits,and sources of power for effective boundary spanningboundary spanningCommunicaiton skillsReferent powerConflict managementskillsResource/connection powerReward and coercive powerExpert powerLegitimate powerSkills and PowerS
14、ources for Boundary SpanningLeadership BehaviorsStorytelling and slogan-creationPolitical and negotiation skillsPolitical and negotiation skillsP.256Negotiation in Boundary Spanning Negotiation in Boundary Spanning Negotiation is a series of communications between two parties who are trying to reach
15、 an agreement that satisfies their interests.Separate the people from the problemFocus on interests,no positionsInvent options for mutual gainInsist on using objective criteriaKnow your BATNA-best alternative to a negotiated agreementPreparation is the keyP.257Guidelines for NegotiationGuidelines fo
16、r Negotiation1.Know your BATNA,but do not reveal it during negotiation2.Research the partys BATNA by putting yourself in their position and considering their alternatives3.Set high aspirations,because they will usually result in a better agreement4.If possible,make the first offer,because it is high
17、ly predictive of the final sttlement5.Counteroffer soon after receiving an offer in order to show your willingness to negotiate6.Do not state a range of values that are acceptable to you for a final settlement.This forfeits important barganing space7.Make bilateral(not unilateral)concessions and exp
18、ert a concession in return.Fewer small concessions are better than many larger ones.Do not offer more than one concession at a time8.Use objective rationable to support your offers9.Appeal to norms of fairness10.Do not fall for the even split ploy.If you have made a generous offer and theirs is extr
19、eme,splitting the difference may result in an unfair settlement Effects of boundary spanningEffects of boundary spanningCoordinationHigher performance evaluationsLower turnover and higher promotion ratesFollowers satisfaction,morale,and confidence in the leaderRole conflictStress level and job burno
20、utP.259Positive ConsequencesNegative ComnsequencesIn the process of leadership development,assessment occurs for people when their accustomed ways of dealing with situations no longer work.Enhancers,neutralizers,and substitutes for Enhancers,neutralizers,and substitutes for boundary spanning leaders
21、hipboundary spanning leadershipP.261Team leadership-A key situational FactorTeam leadership-A key situational FactorA work team is a group of individuals,usually about 5 to 15,who work interdependently to achieve a common goal.Cross functional teamsSelf-managed teamsvirtual teamstop management teams
22、Effective leadership behaviors for team leadersEffective leadership behaviors for team leadersMediating conflictsDirectiveSupportive behaviorsParticiptive decision makingRewards and recognitionCreating team-based substitutes for leadershipCreating team-based substitutes for leadershipContinuous trai
23、ningDelegation with coachingTeam developmentNeed for independence Self-observationSelf-goal settingSelf-reward and self-punishmentRehearsalStrategic planning Avoid groupthinkEffects of team leadershipEffects of team leadershipIncreased and improvement of roductivityImproved quality of workmore posit
24、ive attitutesLess member absenteenismA desire by members to stay in the team major casting savingsReduced need for supervisorsApplying the process model of boundary spanning Applying the process model of boundary spanning leadership 1leadership 1Diagnosing the Situations1.Is the leaders environment
25、uncertain or can it be manipulated?2.Are followers work tasks highly uncertain,difficult,or conflict prone?3.Is the leaders group central to the overall organizations success?4.Is the leader responsible for one or more self-managed or cross-functional teams?5.Does the leader have important connectio
26、ns that can benefit the group?If you answer yes to one or more of these questions,then followers will probably respond favorably to boundary spanning leadership.Applying the process model of boundary spanning Applying the process model of boundary spanning leadership 2leadership 2Providing Boundary
27、Spanning LeadershipLeader demonstrate blundary spanning by:1.Manipulating and protecting group boundaries to resist jolts from the environment2.Negotiating with outsiders to obtain resources and develop agreements that help the group3.Managing interacting among followers to resolve conflicts and ove
28、rcome difficulties4.Obtaining,filtering,storing,and disseminating valuable information for the groups benefitApplying the process model of boundary spanning Applying the process model of boundary spanning leadership 3leadership 3Modifying Followers and SituationsLeaders act to:1.Bulid procedures that allow followers to obtain resources and solve problems on their own2.Place followers who are older,experienced,and high status into boundary spanning positions3.Create self-leadrrship capabilities in the leaders group through training and development
