Burnout is a multi-dimensional stress syndrome
1) Emotional exhaustion
2) Depersonalization (Cynicism, Mental Distancing)
3) Reduced personal accomplishment
Burnout is a psychological condition that is
Rooted in a specific historial and socio-cultural context
Work engagement
1) Vigor
2) Dedication
3) Absorption
It is important to consider simultaneously both negative (burnout) and positive (work engagement) states at work
The effect of one measure cannot be reduced to that of the other one
Experiences at work
Are particularly important for the individual’s overall level of well-being and mental health in the long-term
Depersonalization
Characterizes a distant and callous attitude toward one’s job. The individual is demotivated and withdraws from his/her work.
Diversity
Distribution of differences among the members of a unit with respect to a common attribute
Diversity consists of
1) Separation
2) Variety
3) Disparity
Separation outcomes
Reduced cohesiveness, more interpersonal conflict, distrust, decreased task performance
Variety outcomes
Greater creativity, innovation, higher decision quality, more task conflict, increased unit flexibility
Disparity outcomes
More within-unit competition, resentful deviance, reduced member input, withdrawal.
The unit is an informational processing instrument for the organization
The unit senses, evaluates, and responds in ways that are designed to be adaptive to the environment
Separation reflects
Stand point or position
Variety reflects
Information
Disparity reflects
Possession
Upper echelons theory (UET)
Directors differ in their cognitive frames, and these cognitive frames, in turn, influence firm outcomes
Diverse groups outperform homogeneous groups
Due to their tendency to engage in deep discussions of disparate knowledge and information, and to integrate this knowledge and information
Goal accomplishment
This perception is important in determining how well a team will make use of feedback-related catalysts for collective cognition
Negative feedback from leaders, even if accurate, can produce
Dissatisfaction and frustration in this situation
Constructive conflict
Prompts examination activities (negotiating, interpreting, and evaluating knowledge) and enables consensus (agreement within the team) which results in better integration of knowledge into action (accommodation activities)
Decision-making roles (Autonomy)
When roles are clearly defined, each member understands where expertise, responsibility, and accountability lie within the team.
If the team is not aware of its responsibilities (believing it has less autonomy)
This may result in inaction on the part of the team, which should pose a greater hindrance to team performance
Leader-team perceptual distance
Differences between a leader and a team in perceptions of he same social stimulus
Individual differences
Variations in experience, personality, and cognitive complexity
The perceptual process influences
1) Interests
2) Values
3) Mental scripts
Phases of collective cognition
1) Accumulation
2) Interaction
3) Examination
4) Accomodation
Accumulation
Acquire
Interaction
Structuring
Examination
Negotiate
Accomodation
Decide
Catalysts
Feedback received about performance, recognition of conflict among members, and clarification of decision-making roles
A leader can assist a team in making use of catalysts
But if the leader and the team do not have common perceptions of relevant phenomena, they are unlikely to take advantage of them
Content issues
Include such substantive concerns as incompatible goals and priorities, differences about appropriate means to achieve ends, and the sharing of scarce resources
Emotional issues
Involve feelings such as anger, frustration, or hurt that often arise from normative expectations and judgments about the other person’s behavior
Key variables:
1) Importance
2) Urgency of the impacts
In terms of:
1) Abilities to solve conflicts
2) Motivation to resolve it and implement the appropriate solutions
Sources of conflicts
1) Information
2) Goals
3) Values
Types of conflict
1) Task-based conflict
2) Relationship conflict
3) Process conflict
Direct use of power side effects
1) Negative feelings toward the leader
2) People temporarily hide their true opinions
3) Disrupting group cohesion
Benefits of indirect power
1) The group tends to make better decisions and in general to have a higher quality interaction
2) Direct power displays by leaders tent to create a negative interpersonal atmosphere in the group
Strategies for indirect power
1) Structuring the group
2) Directing an inclusive group process
3) Managing external boundaries
The challenge for leaders is
To facilitate beneficial task conflict while minimizing harm to the interpersonal relationships between group members
Individual strategies
Represents methods or plans that people choose to achieve a goal or solve a problem
Coping
Changing cognitive and behavioral efforts developed for managing the specific external and/or internal demands judged as exceeding or surpassing the individual’s own resources
Recovery strategies
1) Psychological Detachment
2) Relaxation
3) Social activities
Selective Optimization with Compensation (SOC)
Selecting the goals to pursue
Optimizing and using goal-relevant means
Using compensatory means