Discussion Prompt 1: For a day, make a self-conscious effort to create self-fulfilling prophecies in your encounters with others by treating them as if you believed they were friendly, compassionate, and competent. (For the sake of ethics, restrict yourself to positive behaviors!) Keep a record of how people responded to your behavior as well as your own reactions to their behavior. How often did they confirm your expectations, and how did you feel when they did? If and when they didn’t, how did that make you feel? In general, what was it like to conduct this experiment? Discuss the actual data you collected as well as your findings and observations.
Discussion Prompt 2: According to the leadership style self-assessment, what was your Hersey-Blanchard leadership style (Telling, Selling, Participating, Delegating)? Do you agree with this assessment? Why or why not?
Discussion Prompt 3: Review the information regarding Tuckman’s Stages of Team Development model. Contrast Hersey-Blanchard leadership style with the various stages of team development. Do you see a connection? Discuss team leadership behaviors that you think would be applicable to each of Tuckman’s stages of team development.
Discussion Prompt 4: Now that we have explored the idea of "style flexing" within the context of the Big 5 and the situational leadership model, what do you think about the idea of adapting your behavioral style based on the context (people, type of project, project phase, etc.)? How might you employ this technique in your own leadership practice?
Discussion Prompt 5: Thinking back on Module 5, with respect to building your leadership expertise, pick three concepts / theories / ideas from the module that you would consider the most powerful and useful, and (for each of the three) describe how the idea can be adapted into your evolving leadership practice.
For a day, make a self-conscious effort to create self-fulfilling prophecies in your encounters with others by treating them as if you believed they were friendly, compassionate, and competent. (For the sake of ethics, restrict yourself to positive behaviors!) Keep a record of how people responded to your behavior as well as your own reactions to their behavior. How often did they confirm your expectations, and how did you feel when they did? If and when they didn’t, how did that make you feel? In general, what was it like to conduct this experiment? Discuss the actual data you collected as well as your findings and observations.
The self-fulfilling experiment provided an interesting insight into social interactions shaped by expectations. Most people reciprocated my positive treatment by being friendly, compassionate, and competent.
After greeting a coworker enthusiastically and expressing confidence in their abilities, they responded more openly and engaged more in conversation.
The second example was during a peer-on-peer meeting I was more animated and complimentary of a coworker’s attire. They responded much more happily and wanted to engage in longer-than-usual conversation.
Later in the day, I had a vendor meeting and was more enthusiastic than usual, but the rep seemed indifferent. It was frustrating because some were resistant to changing their behavior. The power of self-fulfilling prophecies is immense, but it does not always manifest itself immediately or universally.
Positive expectations have been shown to improve workplace relationships and foster collaboration in this experiment. Setting high but supportive expectations can lead to more engaged and productive teams by using self-fulfilling prophecies
Full Answer Section
It's important to remember that this is a tendency, not a guaranteed outcome. While consistently treating others with respect and positive expectations can generally improve interactions, it won't work 100% of the time. People are complex. Your frustration with the vendor is understandable, but it's also a valuable lesson in the limits of this principle. Focusing on consistency in your positive behavior, rather than expecting immediate reciprocation, is key. Over time, a pattern of positive interactions can shift the dynamic, even with those initially resistant. Your data, while anecdotal, supports the general idea but also demonstrates the complexity of human behavior.
Discussion Prompt 2: Hersey-Blanchard Leadership Style
Agreeing or disagreeing with a self-assessment is a common reaction. These assessments are tools for reflection, not absolute truths. If the assessment identified you as a "Participating" leader, for example, that suggests you tend to favor collaboration, shared decision-making, and empowering your team. If this resonates with your experience, then the assessment likely captured a core aspect of your leadership approach.
However, consider why you might disagree. Do you see yourself as more directive in certain situations? Do you adapt your style based on the team or the task? Perhaps the assessment captured your typical style, but you recognize the need for flexibility. Reflecting on specific situations where you led effectively (or less effectively) can provide valuable insights into your actual leadership behavior, beyond the self-assessment results. The value lies in the self-reflection, not necessarily in the label.
Discussion Prompt 3: Hersey-Blanchard and Tuckman's Stages
Connecting Hersey-Blanchard with Tuckman's stages is insightful. Tuckman's model (Forming, Storming, Norming, Performing, Adjourning) describes team development, while Hersey-Blanchard focuses on leader adaptability. A connection exists: effective leadership adapts to the team's developmental stage.
- Forming: In this stage, team members are getting to know each other and establishing roles. A "Telling" (directive) or "Selling" (persuasive) style might be more appropriate, providing clear direction and structure.
- Storming: This stage is characterized by conflict and tension as team members assert themselves. A "Selling" or "Participating" style, balancing direction with collaboration, can help navigate this phase.
- Norming: The team begins to gel, establishing norms and working more cohesively. A "Participating" (collaborative) style becomes more effective, empowering the team to take ownership.
- Performing: The team is highly productive and self-directed. A "Delegating" (empowering) style is ideal, providing autonomy and trusting the team's expertise.
- Adjourning: The team disbands after completing its task. Leadership focuses on recognizing achievements, facilitating closure, and managing the emotional impact of the team's dissolution.
Effective leaders "flex" their style to match the team's evolving needs. A directive approach in the forming stage might be counterproductive in the performing stage.
Discussion Prompt 4: Style Flexing
Style flexing, adapting your leadership style to the context, is essential for effective leadership. The "best" style depends on various factors: the individuals involved, their experience and skill level, the type of project, the project phase, and the overall organizational culture. A highly directive approach might be appropriate for a novice team member working on a critical task with tight deadlines, but it would likely stifle a highly experienced team member working on a creative project with flexible deadlines.
To employ style flexing, you need:
- Self-awareness: Understand your natural leadership tendencies and biases.
- Situational awareness: Accurately assess the needs of the team and the specific context.
- Flexibility: Be willing and able to adapt your behavior, even if it feels uncomfortable.
- Communication skills: Clearly communicate your rationale for choosing a particular style.
- Empathy: Understand and consider the perspectives of others.
Practicing style flexing involves consciously choosing your approach based on the situation, observing the impact, and adjusting as needed. It's a continuous learning process.
Discussion Prompt 5: Powerful Leadership Concepts
This prompt requires you to identify specific concepts from Module 5. However, I can offer examples and how they might be adapted:
- Emotional Intelligence: Understanding and managing your own emotions and recognizing the emotions of others is crucial for effective leadership. Adaptation: Practice active listening, develop empathy, and consciously manage your reactions in challenging situations.
- Servant Leadership: Focusing on the needs of your team and empowering them to succeed. Adaptation: Regularly ask your team how you can support them, provide opportunities for their growth, and prioritize their well-being.
- Growth Mindset: Believing that abilities and intelligence can be developed through dedication and hard work. Adaptation: Foster a culture of learning and development within your team, encourage experimentation and risk-taking, and provide constructive feedback.
By consciously integrating these concepts into your leadership practice, you can continuously develop your skills and become a more effective and impactful leader.