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O collective humility à a group tendency toward

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oCollective HumilityàA group tendency toward owning limitations and mistakes,appreciating group members’ strengths, and being teachable.§Admitting weaknesses highlights growth opportunities§Appreciating others’ strengths highlights growth exemplars§Being teachable enables personal growth to occuroCollective promotion focusàTeam members focusing on “collective” goals ratherthan “personal” goals, and maximal “promotion” goals rather than minimal“prevention” goals.§Leader behaviour models the way organizational/group goals should bepursuedHD C’monà(Galinsky, 2013) Be seen as a leader
Traditional leader qualitiesoDemographics matter i.e. People of the historically dominant race and gender andrespected age (white men over 40 in western corporate world) are typically affordedhigher status than everyone else.oAppearance plays a role e.g. tall and good looking. Personality (extroversion) andformal rank are also importantPeople who achieve high status early tend to retain itàFirst impressions matter more thaneveràHowever it also takes time to truly earn merit.Legitimate measures of influence include expertise, competence, and commitmentThe attitude with which you enter a new group will play a major factor in your chances ofleading itàParticularly relevant given flattened working structures, with new groupsforming all the time.Competence cues e.g. speaking up, taking initiative, expressing confidence all suggestleadership potential.Two motivation systems 1. Avoidance (steering clear of adverse outcomes) 2. Achievingpositive outcomes and rewardsàUsing the latter sparks behaviour that lead to higherstatusoThree psychological states, promotion focus (i.e. goal orientation), happiness, andfeeling of poweràAll impact status in a group positively§Also relevant with job interviews, business deals, making speeches.The temporary mind-set that you bring to an initial group meeting can have a lasting impacton your status and influence with your teammates.
HD C’monà(Tost, Gino, & Larrick, 2013) When power makes others speechless: The negativeimpact of leader power on team perfomrnaceThis reading was absurdly long, here are the 8 hypothesis that were tested.Formal leaders with a high subjective sense of power spend more time talking in teammeetings than formal leaders with a neutral subjective sense of powerTeams whose formal leader experiences a high subjective sense of power report lower levelsof communication openness (i.e., authority openness and open communication) than teamswhose formal leader experiences a neutral subjective sense of poweràOpencommunication is critical to team performanceTeams whose formal leader experiences a high subjective sense of power exhibit worseperformance than teams whose formal leader experiences a neutral subjective sense ofpowerThe effect of a formal leader’s subjective experience of power on team performance ismediated in sequence by the formal leader’s amount of talking and by communicationopenness.

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