Chapter 6. Adaption-Innovative Theory

The 'actual problem' that two or more individuals come together to solve

Encompasses all of the problems (team dynamics, interpersonal skills, communication, collaboration, etc) that stem from 'human interactions'

Only concerned with style

How we think, our preferred cognitive approach to problem solving

Potential capacity and learned levels

Prefer structure, revitalize current systems, bring order out of turbulence, improve or extend paradigm, use rules to solve problems

Prefer less structure, challenge or break paradigm, catalyze the necessary turbulence, help create break from worn out systems, work outside system to bring about ideas

• Distance between ones preferred style and behaviour actually needed
• Distance of social interaction (1 people, 2 person in group, 3 two groups)

The larger the cognitive gap, the greater the potential for conflict and for productive problem solving

An effective method for managing cognitive gap

Reaching out to people in the team and helping them to be a part of it so that they may contribute even if their contribution is outside mainstream

Appropriate or favorable time, occasion, or situation favorable to attain a goal

Emotion, desire, physiological need that causes one to take action

Effort required to do something that's not one's preference/style

Laissez faire, Management by Exception-Passive, Management by Exception-Active, Transactional Leadership, Transformational Leadership, Contingent Reward

Influenced by "YOUR" intelligence, self-confidence, determination, integrity, and sociability

Followers seek leaders in times of crisis because the world is hostile, unpredictable, unforgiving

Emotionally intelligent, skills and knowledge used to deal with emotion, use life experience/social skills

Task oriented (structures or paths for followers to perform) relationship oriented (fosters good relations)

4 basic leadership styles (DL), Directive Style (unwilling/unable/low competence and commitment), Coaching style (unable/unwilling/high competence/low commitment), Delegating style (able/wiling/high competence and commitment)

Matches specific leader to a particular situation for success (leader-member, position power, task structure)

Trail blazer, uses 4 behaviours (supportive, directive, participative, or achievement oriented to lead) relies on BEHAVIOURS that can be taught

Specific individualized relationships with followers (in group-preferential treatment, out group- get support but not equal to in group/must display commitment and loyalty)

Effective leaders are true to themselves, positive psychological state, strong morals and values, through self awareness and self-regulation can you become an authentic leader

Leader, follower, situation

Passes responsibiliies, lazy, not broke don't fix, social loafing (less effort), free riding (picks up the leaders slack), holds followers accountable

Keeps process in control, monitoring and control followers through force of standards, seems like managing but is helpful in critical career fields ie safety

(Most effective) outcome begins with follower (empowerment, effort, satisfaction, creativity, reduced stress, improved performance, clear direction, listens to concerns

Reason or reasons to engage in particular behaviour (initiation, direction, intensity, persistence)

Internal factors to achieve certain attributes/effort (16 desires/16 basic or sensitivity desires)

Performance to attain outcome

Rewards and Punishment

Associates specific behavior and a consequence for that behaviour

Rewards specific behaviour and increases the likelihood that it will continue

Favorable actions, results, or outcomes that a leader present for desired outcomes (public recognition, awards)

Removal of unpleasant, unfavorable actions or events the follower experiences after they display desired behaviour (i.e. removal of restrictions, or UIF)

Leader presents an adverse event or action that causes a decrease in an undesired behaviour

Leader presents unfavourable action or result to follower for undesirable behaviour (i.e. duties, UIF)

Leader removes something of value from the follower after undesirable behaviour in present (promotion, freedom, position)

Three needs to be motivated

One accomplishes something difficult or masters objectives with little help

Maintain social relationships, be a part of a group who's accepting, and cares for them

Desire to influence, coach, teach or encourage (prefer to work and focus on discipline and self-respect)

• Setting goals for and with followers
• Suggest pathways to meet performance expectations
• Actively monitor follower's progress and provide supportive feedback
• Provide awards when goals are attained (hallmark of contingents reward leadership)