BBA 3651 Leadership 1 Course Learning Outcomes For Unit VII ✓ Solved

BBA 3651, Leadership 1 Course Learning Outcomes for Unit VII

Upon completion of this unit, students should be able to articulate globalization and the resulting cultural implications of leadership, including unique considerations for leading multicultural teams. Evaluate leadership styles that are effective for managing groups and teams, including unique considerations for leading multicultural teams. Analyze methods used to appropriately manage groups and teams.

Discuss the process of evolving a group into a team and the importance of organizational culture in that process. Describe the benefits and drawbacks of having groups or teams in terms of groupthink vs. teamthink.

Reading Assignment: Locate the following articles in the CSU Online Library under the ABI/INFORM Collection database and access the full-text PDF: In this article significant attention has been devoted to the actual benefits derived from self-managing teams (SMT). One important challenge to SMT success—the threats that groups face when making decisions—is examined. Manz, C. C., & Neck, C. P. (1995). Teamthink: Beyond the groupthink syndrome in self-managing work teams. Journal of Managerial Psychology, 10(1), 7.

Locate and read pages 75-87 (pages 1-13 in the PDF) of the following article: Sims, R. R., & Sauser, W. I. (2013). Toward a better understanding of the relationships among received wisdom, groupthink, and organizational ethical culture. Journal of Management Policy and Practice, 14(4), 75-90. The purpose of this article was to examine published research on small-group development done in the last 10 years that would constitute an empirical test of Tuckman's (1965) hypothesis that groups go through the stages of "forming," "storming," "norming," and "performing." Locate and read pages 43-48 in the following article: Tuckman, B. W., & Jensen, M. A. (2010). Stages of small-group development revisited. Group & Organization Studies (Pre-1986), 2(4), 43-48.

Suggested Reading: The following is an additional outside resource that elaborates on the topic of groups and teams: Ezziane, Z., Maruthappu, M., Gawn, L., Thompson, E. A., Athanasiou, T., & Warren, O. J. (2012). Building effective clinical teams in healthcare. Journal of Health Organization and Management, 26(4).

Paper For Above Instructions

In the context of modern leadership, globalization plays a pivotal role in shaping how leaders manage multicultural teams. The ability to navigate the complexities of different cultures, perspectives, and operational styles is essential for leaders today. Globalization has introduced a dynamic interplay of diverse cultures within organizations, necessitating a deeper understanding of the cultural implications of leadership (Hofstede, 2001). As noted by Trompenaars and Hampden-Turner (2012), effective leadership in a multicultural setting involves balancing various cultural dimensions to foster inclusiveness and enhance team performance.

Effective leadership styles must be evaluated concerning multicultural team dynamics. Transformational leadership, which emphasizes inspiration and motivation, is particularly effective in fostering an inclusive environment where diverse team members feel valued and empowered (Bass & Avolio, 1994). For instance, a transformational leader might adapt their communication styles to resonate with team members from different cultural backgrounds, thus fostering respect and understanding (Eisenbeiss, van Knippenberg, & Boerner, 2008). This adaptive leadership style encourages collaboration, ultimately enhancing team performance.

Moreover, the methods used to manage groups and teams must take into account the cultural contexts in which they operate. One of the foremost considerations in this regard is the process of evolving a group into a cohesive team. Tuckman’s stages of group development—forming, storming, norming, and performing—serve as a foundational framework for understanding how teams develop over time (Tuckman, 1965). Leaders can facilitate this process by fostering effective communication, promoting a shared vision, and encouraging collaboration through structured team-building activities (Sims & Sauser, 2013). Organizational culture plays a crucial role in shaping these stages; a culture that promotes openness and trust can expedite the transition from group to team.

However, leaders must also be cognizant of the pitfalls associated with group dynamics, such as groupthink. According to Janis (1982), groupthink occurs when a desire for harmony and conformity within a group leads to irrational decision-making outcomes. In multicultural teams, the risk of groupthink may be exacerbated due to cultural norms that prioritize consensus (Sims & Sauser, 2013). To counteract this, leaders should encourage diverse viewpoints and facilitate discussions that challenge prevailing assumptions, promoting what is referred to as 'teamthink'—a scenario where critical thinking prevails over conformity.

When weighing the advantages and disadvantages of groups versus teams, it becomes imperative to consider concepts like received wisdom and ethical organizational culture. The insights provided by Manz and Neck (1995) highlight the potential dangers of 'unwise' received wisdom that may lead organizations to ethical dilemmas. By fostering a culture based on ethical integrity and character, leaders can minimize the risks associated with groupthink and ensure that decision-making processes align with organizational values (Sims & Sauser, 2013). Effective leadership is not only about directing teams but instilling a sense of ethical responsibility within the cultural fabric of the organization.

In conclusion, leadership in the context of globalization and multiculturalism presents both challenges and opportunities. By articulating the implications of cultural diversity, evaluating effective leadership styles, and understanding the dynamics of group and team evolution, leaders can forge strong, ethical, and effective teams. Continuous learning, critical reflection, and adaptation are paramount for leaders aiming to succeed in an increasingly interconnected world.

References

• Avolio, B. J., & Bass, B. M. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Eisenbeiss, S. A., van Knippenberg, D., & Boerner, S. (2008). Fostering transformational leadership through external and internal cooperation. Group & Organization Management, 33(2), 154-174.
• Ezziane, Z., Maruthappu, M., Gawn, L., Thompson, E. A., Athanasiou, T., & Warren, O. J. (2012). Building effective clinical teams in healthcare. Journal of Health Organization and Management, 26(4).
• Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Sage Publications.
• Janis, I. L. (1982). Groupthink: Psychological studies of policy decisions and fiascoes. Houghton Mifflin.
• Manz, C. C., & Neck, C. P. (1995). Teamthink: Beyond the groupthink syndrome in self-managing work teams. Journal of Managerial Psychology, 10(1), 7.
• Sims, R. R., & Sauser, W. I. (2013). Toward a better understanding of the relationships among received wisdom, groupthink, and organizational ethical culture. Journal of Management Policy and Practice, 14(4), 75-90.
• Trompenaars, F., & Hampden-Turner, C. (2012). Riding the waves of culture: Understanding diversity in global business. Nicholas Brealey Publishing.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399.
• Tuckman, B. W., & Jensen, M. A. (2010). Stages of small-group development revisited. Group & Organization Studies (Pre-1986), 2(4), 43-48.