Today, I’m reviewing the following topic/skill statement from the Content Outline:
1.3 Collaboration & Leadership …
… the three knowledge/skills statements listed in the content outline are
- 1.3.A Knowledge of theories, methods, and techniques to build and manage professional relationships, for
example group dynamics, teamwork, shared experience, and negotiation. - 1.3.B Knowledge of conflict management techniques.
- 1.3.C Knowledge of theories of leadership, for example transformational, inclusive, and situational.
For some reason, I see A & C going together, so I will cover 1.3B in tomorrow’s post.
These are notes! Typos assured.
Key
Probably my favorite thing I read doing this research today) >> https://www.td.org/magazines/td-magazine/consequential-conversations
A good summary of leadership theoryies >> https://www.td.org/insights/leadership-trends-and-dead-ends
Leadership & Emotional Intelligence
Typically, leaders exhibit EQ, the topic of yesterday’s post. Here is something I came across from a book I was reviewing for today’s topic. (Image from >> https://amzn.to/2CQpxch)
Facilitation
Facilitation is about making things easier–the etymology is to “render easy”
The ATD BoK highlights that facilitation, whether in groups, teams, or trainings requires listening (passive, attentive, and active) — attentive and active being critical. Key reasons:
- answer questions from trainees / SMEs
- address concerns when coaching
- respond to requests (e.g., from senior leadership)
- solve issues that arise in consulting
Leverage group dynamics by including everyone in vision creation, clarify decision-making responsibilities, identify and leverage collab opportunities, establish values.
The section in the ATD BoK highlights Collaboration a lot, which will be a significant focus in my notes on conflict, since research shows that collaboration is the best approach to conflict.
A collaborative network is one that has a common goal that is beneficial to everyone.
Leadership
General Theories of Leadership (connection to TD material):
- transformational (relational)
- inclusive
- situational (connection to sales)
- servant
- adaptive
- contingency (didn’t find anything good… the basis of this theory is that you apply different approaches based on the necessary responses needed for a sitaution.)
- behavior (inc. democratic, laissez-faire, etc.); common in this is the B&M model below.
Blake and Mouton of the University of Texas proposed a two-dimensional leadership theory called the Leadership Grid. Team management (9,9) is often considered the most effective style and is recommended because organization members work together to accomplish tasks. (Image from >> https://amzn.to/2CQpxch)
From Michigan researchers … (Source: >> https://amzn.to/2CQpxch)
- employee-centered leaders display a focus on the human needs of their subordinates.
- job-centered leader directs activities toward scheduling, accomplishing tasks, and achieving efficiency
Motivational Environment
A basic model of motivation includes: Needs –> Behavior –> Rewards (feedback loop)
TD Professionals need to establish a motivational network. Some sources of motivating include:
- Maslow’s hierarchy of needs
- Extrinsic motivators (awards, recognition)
- Intrinsic motivators could be a factor, so it is important for trainers / leaders to know how employees/tainees see their locus of control
- Locus of Control: Some people believe that their actions can strongly affect what happens to them. In other words, they believe they are “masters of their own fate.” Others feel that whatever happens to them in life is a result of luck, chance, or outside people and events; they believe they have little control over their fate. A person’s locus of control defines whether he or she places the primary responsibility within the self or on outside forces. (p. 107, https://amzn.to/2CQpxch)
- Frederick Herzberg developed another popular needs-based theory of motivation called the two-factor theory.
- The acquired needs theory proposes that certain types of needs are acquired during an individual’s lifetime. Three needs most frequently studied are the need for achievement, need for affiliation, and need for power.
- Need for achievement: the desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others
- Need for affiliation: the desire to form close personal relationships, avoid conflict, and establish warm friendships
- Need for power: the desire to influence or control others, be responsible for others, and have authority over others
- Reinforcement theory simply looks at the relationship between behavior and its consequences by changing or modifying followers’ on-the-job behavior through the appropriate use of immediate rewards or punishments.
- Negative reinforcement, sometimes referred to as avoidance learning, is the process of withdrawing an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening the desired behavior
- Positive reinforcement is the administration of a pleasant and rewarding consequence immediately following a desired behavior. Example: immediate praise for an employee who does a little extra in his or her work. Studies have shown that positive reinforcement does help to improve performance.
- Expectancy theory and Equity theory also play a role in TD context
Models
Building team trust:
- Establish clear communication rule, roles, processes
- Agreement on goals and objectives
- Assist with relationship building/management
- Keep team connected to work tasks on the daily
- Be inclusive and understand culture
- Write a code of conduct
Feedback
- Feedback should be immediate, clear, and specific
- Constructive feedback requires planning, delivery, and follow up
- 10 tips for giving and receiving feedback
