領導學：在實踐中提升領導力（原書第10版）教案-指導手冊 第11章　追隨者的績效、效力和潛力

Chapter11–FollowerPerformance,Effectiveness,andPotential

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Copyright2022?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

Part3:FocusontheFollowers

Followers

Leader

Situation

Chapter11:FollowerPerformance,Effectiveness,andPotential

LearningObjectivesforChapter11

LO11-01:Understandhowtoidentifyandusetheperformancemanagementcycle.

LO11-02:Illustratehowtomanageunitandteameffectiveness.

LO11-03:Characterizefollowerpotential.

Chapter11BriefOutline

Introduction

UnderstandingandManagingFollowerPerformance

ThePerformanceManagementCycle:Planning

ThePerformanceManagementCycle:Monitoring

ThePerformanceManagementCycle:Evaluating

UnderstandingandManagingUnitandTeamEffectiveness

UnderstandingFollowerPotential

Summary

ExtendedOutlineforChapter11

Introduction

AsseeninFigure11.1,leaderbehaviorandfollowermotivation,engagement,satisfaction,turnover,andorganizationalcitizenshipbehaviorswerecoveredinChapters09and10

Thischapterfocusesonfollowerperformanceandunitandteameffectiveness

Performanceiswhatindividualfollowersaccomplishandthebehaviorsexhibitedtoachieveresults

Whileperformancefocusesonfollowers’individualbehaviorsandaccomplishments,unitorteameffectivenessconcernscollectiveresults

Leadersarejudgedontheirresults,andunitandteameffectivenessmeasuresareusedtomaketheseevaluations

Followerpotentialisthefinaltopicofthechapter,anditcentersaroundpromotiondeterminations

Organizationsmakepredictionsaboutwhoshouldgetpromoted

Theyusetechniquestomakethesedeterminations,someofwhicharelessbiasedandmoreaccuratethanothers

UnderstandingandManagingFollowerPerformance

Followerperformancefallsintotwomajorcategories,referredtoasthewhatandthehowofperformance

Thewhatpertainstotaskandgoalaccomplishment

Thenumberofcallsanswered,monthlysalesresults,ornumberoflinesofcodewritten

Thehowisbehaviorsdirectedtowardtheaccomplishmentofteamororganizationalgoals

Aworker’sactionswhenassemblingcarsduringashift

Thereareseveralaspectsoffollowerperformanceworthnoting

First,itisincumbentuponleaderstofullyunderstandtheteamandorganizationgoals

Followergoals,taskassignments,andbehaviorsshouldalignwithwhattheteamneedstodeliverandtherulesunderwhichitoperates

Second,leadersneedtounderstandthecontextorsituationinwhichthesebehaviorneedtobeexhibited–whatstandardsofbehaviorarerequiredforgoalsuccess?

SeeProfilesinLeadership11.1

Third,followerscanchoosetospendtheirtimeengagingindifferentsortsofbehavioratwork–thesebehaviorsmayormaynotbedirectedatgoalaccomplishment

Thekeyforleadersistogetfollowersmotivatedtospendmoreoftheirtimeonwork-relatedactivities

Fourth,motivationisnottheonlyfactoraffectingfollowerperformance

Knowledge,experience,tools,processesandprocedures,aresomeotherfactors

SeeHighlight11.1wherethefollowingkeytermsareintroduced

Absenteeismleadershipoccurswhenleadersaresobusytraveling,attendingmeetings,orbeingpreoccupiedtheyhavelittletimefortheirfollowersandteams

Time-wastingleadersunintentionallyassignworkorsetrulesdetrimentaltoateam’soverallperformance

Presenteeismoccurswhenleadersinsistthatfollowersputinlonghoursattheoffice

Executivemagnificationoccurswhenleadersengageinidleconversationsthatfollowersmisinterpretasworkmandates

Cookielickingoccurswhenleaderscannotletgoofactionsordecisionsthatshouldbedelegatedtostaff

Last,leadersneedtobeproficientatallthreecomponentsoftheperformancemanagementcyclewhenworkingwithfollowerstoaccomplishgroupororganizationalgoals

AsseeninFigure11.2,thefirstcomponentofthiscycleisplanning,whichinvolvesdevelopingathoroughunderstandingof

Theteam’sororganization’sgoals

Therolefollowersneedtoplaytoingoalaccomplishment

Thecontextinwhichfollowersoperate

Whattheyneedtogetdone

Thebehaviorstheyneedtoexhibitfortheteamtobesuccessful

Thesecondcomponentismonitoring,whichincludes

Trackingfollowerperformance

Sharingfeedbackongoalprogress

Providingneededresourcesandcoaching,andmore

Evaluatingmakesupthethirdcomponentinthecycle,andentails

Providingsometypeofsummaryfeedbackonjobperformancetofollowers

ThePerformanceManagementCycle:Planning

Planninginvolves

Understandinghowtheteamororganizationdefinessuccess

Understandingthecontextinwhichfollowersoperate

Determiningwhatfollowersneedtodeliverandbehavefortheteamtosucceed

Andthensettingclearexpectationsforfollowerperformance

Todothis,leadersneedaclearunderstandingof

Variousrolesplayedbyfollowers

Thetaskstobeaccomplished

Thetoolstobeused

Theprocessesandproceduresthatneedtobefollowed

Theinterdependenciesorcontingenciesamongfolloweractivities

Bygainingadeepunderstandingoftheworktobeperformed,leaderscan

Designrolesthattakeadvantageoftheneeds,achievementorientation,goalsetting,operant,andempowermentapproachestomotivate/engagefollowersdescribedinChapters09and10

Onethingleadersneedtodeterminewhenreviewingtheworkfollowerswillbedoingiswhetherallaspectsofajobneedtobeperformedequallywell

Treatingallaspectsofajobasequallyimportantusuallyleadstosuboptimalteamgoalaccomplishment

Asfollowersspendtoomuchtimeexhibitingbehaviorsthathavelittleimpactonteameffectiveness

Leadersneedtoknowwhichaspectsoffollowers’rolesrequirehighlevelsofperformance

Andwhichonesonlyneedtobedonewellenough

Settingclear,explicit,measurable,andagreed-upongoalsforthewhatandhowoffollowerperformanceisextremelyimportant

Otherwiseitisdifficultforleaderstoprovidemeaningfulfeedback,evaluateperformance,anddifferentiatelowfromhighperformers

Leadersalsoneedtomakethelinksbetweenfollowerperformanceandteamororganizationaloutcomesveryexplicit

Leadersoftenassumethelinksareobvious,whenfollowersmaynotunderstandwhytheirbehaviorisimportanttoteamsuccess

ThePerformanceManagementCycle:Monitoring

Monitoringconsistsofseveralleaderbehaviors,including

Observingfollowers’performance

Providingfeedbackandcoachingonfollowers’behaviors

Securingneededresources

Regularlyreviewinggoalprogresswithfollowers

Someworklendsitselftomonitoringbetterthanothers

Andiffollowersaredispersed,thiscompoundsthemonitoringdifficulty

Technologicaladvancesallowleadersuseelectronicperformancemonitoringlikeneverbefore

Transpondersontractor-trailersallowtruckingcompaniestomonitordrivers24hoursaday

Companiesnowtracktheemailsof27millionemployees

Ubermonitorscustomeranddriverfeedbackimmediatelyafterrides

Callstocustomercarecentersarerecordedarereviewed

Organizationslikeelectronicperformancemonitoringasitischeap,providescontrol,andhelpstaketime-wastingbehavioroutoftheworkplace

Peopledonotliketheintrusivenatureofsuchmonitoringanditrunscountertowhatweknowaboutautonomy,empowerment,engagement,andcreativity

Followertypesandtalentmanagementpracticesalsocomeintoplaywithmonitoring

Self-starters,brown-nosers,slackers,andcriticizerseachrequiredifferentmonitoring

Slackersandcriticizerscancauseconsiderabledamagetoteammoraleandorganizationaleffectivenessinnotmonitoredadequately

Highperformerscansometimesbeoverlookedormistreated

Companiestrytoreintheminbyforcingthemtodoallaspectsoftheirjobsequallywell–andhighflyersdonotreactwelltobeingmicromanaged

Theyoftenmoveontoothercompanies,wheretheytendtobeaverageperformers

Ortalenthoardingmaybecomeaproblem

Leadersdonotwanttolosehighperformersorletothersknowabouttheirexceptionalperformance

Theyoftenleavethecompanyinordertogetpromoted

Themonitoringphaseofperformancemanagementisthemosttime-consuming

Ifperformancefeedbackhasbeenroutinelydocumented

Itshouldonlytakeafewhourstoevaluateperformance,writeaperformancereview,andconductanannualperformancereviewsession

Leadersshouldbespendingconsiderablymoretime

Monitoringindividualandteamperformance

Providingongoingfeedbackandcoaching

Clearingobstacles

Lendingsupport

Adjustingindividualgoals

Shiftingworktooptimizeteamoutcomes

ThePerformanceManagementCycle:Evaluating

Inevaluatingfollowers’performance,organizationsaretryingtoaddressthreeissues

First,whoaretheorganization’sbestandworstperformers?

Thedifferentiationoffollowersiscritical,anddoingthiswellshouldsystematicallyimprovethequalityoffollowersovertime

Second,howshouldperformanceconsequencesbeallocatedtoemployees?

Mostorganizationsconsiderthemselvesmeritocracies,wherethosewhogetthebestresultsaregiventhebestrewards

Yetifperformanceisnotfairlyjudged,thenbonusesandpromotionswillbeafunctionofloyaltyandofficepolitics,ratherthanafunctionoffollowerperformance

Third,canfollowersgetpersonalgrowthfromsummaryjudgmentsofperformance?

Historically,organizationsfocusedonthedifferentiationandperformanceconsequencesaspectsofperformanceevaluations

Personalgrowthhasbecomeanimportantaspectofevaluation–seeHighlight11.2

Evaluationmaybethemostcontroversialcomponentoftheperformancemanagementcycle

Wellover90percentofcompaniesusesomeformofperformanceappraisal

Thewhatandthehowarethemajorcomponentsofmostperformanceappraisals

Thewhatevaluatestheperformanceoffollowersagainstgoalsoutlinedintheplanningphaseoftheperformancemanagementcycle

Thehowevaluatesfollowers’work-relatedbehaviors

AsseeninTable11.1,mostperformanceappraisalsystemsrequireleaderstoratethewhatandhowofafollower’sperformanceonascalefrom1to5,with5thehighest

Thetworatingsarecombinedtoyieldanoverallperformancerating

Leadersprovidedocumentationtojustifytheratingsandwritecommentssummarizingafollower’sperformance

Severalcontentiousissuessurroundtheevaluationoffollowers’performance

First,asHighlight11.2shows,somejobsaremuchmoredifficulttoevaluatethanothers

Particularlytrueofknowledgeworkers

Intheabsenceofmeasurableperformancegoals,leadersmaybeaskedtousejudgment,whichcanbebiasedandnotreflectfollowers’actualperformance

Second,leadersnotunderstandingthejoboritscontextcansometimesassignthewrongperformancegoalstofollowers

Followersmayachievethegoals,butwithlittleteamororganizationalimpact

Third,asizeablepercentageofleadersbelieveitismoreimportanttobepopularthanfair

Theirlackofdifferentiationisarecipeformediocrity

Fourth,manyleadersandfollowershavenegativereactionstothebureaucraticnatureofperformanceappraisals

Performanceappraisalsareburdensome,butcompaniescanchangetheprocess

Finally,thebiggestcontroversyhastodowithnumericalratings

Theyaresubjecttobiasandmaynotaccuratelyreflectperformance

Evaluationsmaychangelittlefromyeartoyear,withfavoritesgettinghigherratings

Canleadto“rankingandyanking”offollowers,thebottom10percentare“weeded”

Thereisgoodperformancemanagementresearchtocounterthesearguments

First,peoplearecontinuallybeingrated(testscores,creditscores)withnoadversesuffering

Companieswhomovedawayfromperformanceratingsstillprovidedifferentiatedsalaryincreases,bonuses,andpromotionsbasedonperformance–allstillaformofrating

Second,thoughratingsdosufferfromsubjectivity,nonratingreviewslikelysufferfromevenmoresubjectivity–withnowaytocompareteamsorworkers

Third,researchshowsperformanceratingschangefromyeartoyear

Followershavea1in3chanceofbeingratedasuperiorperformereachyear

So“rankandyank”isnotagoodidea,asthebestemployeescanhaveanoffyear

SeeHighlight11.3

Researchisclear–organizationswhoseleadersadoptaperformancemanagementmindsetof

Settingclearperformanceexpectationsandgoals

Monitoringperformanceandprovidingfeedbackandcoachingtoimproveperformance

Andperiodicallyevaluatingandreviewingresultshavemuchhigherperformancethanfirmsthatdonotengageinthesepractices

Yetmanyleadersfallshortwhenimplementingthethreecomponentsoftheperformancemanagementcyclewiththeirfollowers

Doingperformancemanagementrightisthehardworkofleadership

SeeHighlight11.4,wheretheDunning-Krugereffectisintroduced

Thishappenswhenpeoplesystematicallyoverestimatetheirownperformanceinareaswheretheylackcompetenceandreadilydismissinformationtothecontrary

UnderstandingandManagingUnitandTeamEffectiveness

Whereasperformanceisconcernedwithindividualfollowers’accomplishmentsandbehavior,effectivenessisconcernedwiththecollectiveoutcomesorresultsofthesebehaviors

Effectivenessisusuallytheultimatecriterionbywhichleadersarejudged

Effectivenessmeasuresdeterminehowteamsororganizationsdefinewinningbecausetheydictatewhatfollowerbehaviorsareneededtowin

Allisincumbentonleadersclearlydefiningorbecomingfamiliarwiththesemeasures

Table11.2providesexamplesofeffectivenessmeasuresusedtoevaluateairlineperformanceintheU.S.

DeltaAirlinespaid$1.6billioninbonusestoits90,000employeesin2020,basedontheseresults

Deltahasretainedthenumber-onerankingsince2017,soitisdoingsomethingright

Likefollowerperformance,thereareseveralaspectsofteamororganizationaleffectivenessmeasuresthatareworthnoting

First,insomesituations,leadersmayneedtodefineteamgoals

Thebettertheleadercandefineteamdeliverables,thebettertheywillbeabletomanagerteamperformance

Second,effectivenessmeasuresallsufferfromsomedegreeofcriterioncontamination

Thisoccurswheneffectivenessmeasuresareaffectedbyfactorsunrelatedtofollowerperformance

Forexample,acasino’sannualrevenuesareaffectedby

Thelocaleconomy

Mediareports

Thearrivalofnewcompetitors

Regulatorychanges

Staffturnover

Withsomefactorshavingagreaterimpactthanothers

Leadersnotonlyneedtoknowhowwinningisdefined,buttheyalsoneedtoknowthevariousfactorsthataffectgoalaccomplishment

Mostteamsandorganizationshaveasetofgoalsorkeyperformanceindicatorstheyusetodefinewinning,andprogressispublishedinateamorbalancedscorecard–seeHighlight11.5

Whereasateamscorecarddefineshowteamswin,balancedscorecardsusuallydefinehowthelargerorganizationdefineswinning

Abalancedscorecardisusuallycomprisedofthemostcriticalscorecardgoalsfromthesalesteam,marketingteam,operationsteam,andsoon

Teamscorecardsusuallyprovidefeedbackongoalprogressonadaily,weekly,ormonthlybasis,whereasbalancedscorecardsaregeneratedonamonthlyorquarterlybasis

Bothreflectthesumofthecollectiveeffortsofeitherteammembersorallemployees,withfollowerperformanceasoneofthefactorsaffectinggoalprogress

Leadersneedtoensurefollowersunderstandhowtheirperformancecontributestoteamororganizationalgoalaccomplishment–easierforsomecompaniesthanforothers

Sowhatshouldleaderstakeawayfromtheteamanduniteffectivenessdiscussion?

First,effectivenessmeasuresdefinealeaderwillultimatelybeevaluated

Second,multiplemeasuresareoftenusedtoevaluateteamsandunits

Itisrelativelyeasytomanageasingleeffectivenessmeasure

Thehardpartofleadershipissimultaneouslyimprovingmultiplemeasures

Third,allthemeasuresusedtoevaluateateamorunit’seffectivenessareinfluencedbyfactorsbeyondaleader’scontrol

Finally,leadersneedtobeclearabouthowtheirteamisbeingevaluated,factorsaffectingthesemeasures,andthelinksbetweenfollowerperformanceandteamoruniteffectiveness

SeeHighlight11.6wherethefollowingtermsareintroduced

Aforcemultiplierissomeonewhomakestherestoftheteambetter

Teamkillersareindividualswhoinhibitratherthanenhanceoverallteameffectiveness

UnderstandingFollowerPotential

Asstateearlier,twocriticallyimportantresponsibilitiesforleadersistomanagetheperformanceoftheirfollowersandensuretheirteamdeliverstargetedresults

Anotherimportantdutyistoidentifyfollowerswiththepotentialtobecomefutureleadersandpreparethemtoassumeroleswithgreaterresponsibility

LeadershipskillsarescarceandlikelytoworsenasBabyBoomersretire

Organizationshavetriedtosolvetheproblembyhiringoutsidepeopleforleadershippositionsbuttheapproachhasitsownsetofchallenges

First,mostpeoplearepoorjudgesoftalentandonlymakegoodhiringdecisionsone-thirdtoone-halfofthetime

Second,hiringoutsidepeoplecanbedemoralizingforemployees,astheymayfeeltheyhavetoleavetheorganizationtogetpromoted

Thebestwaytotackletheleadershiptalentshortfallistoidentifyanddevelopfollowerswhohavethemostpotentialtobeeffectiveleaders

Leadershippotentialcanbedefinedasafollower’scapacitytoadvanceoneormorelevelswithintheorganization

Readinessisanevaluationofafollower’simmediatepromotability

Ready-nowfollowersneednoadditionaltrainingorexperience

Ready-12monthsfollowersneedayearoftrainingandexperience

Ready-36monthsneedthreemoreyearsofseasoningandtraining

SeeProfilesinLeadership11.2

Successionplanningistheprocessmostorganizationsusetomakeleadershippotentialandreadinessdecisionsaboutfollowers

Smallcompaniesuseepisodicandinformalsuccessionplanning

Largerorganizationstendtouseamoresystematicprocessforcollectingpotentialandreadinessinformationaboutfollowers

AsseeninFigure11.3,9-boxmatricesareusedtoevaluatetheperformanceandpotentialoffollowers,andthisisusuallydoneonceperyear

Leadersassigneachoftheirfollowerstooneoftheboxesinthematrix

Organizationsthenruncalibrationmeetingstostandardizeratingsacrossleaderswithsimilargroupsoffollowers

Someorganizationsalsousereplacementtablesforkeyleadershippositions

Companiesidentifythoseleadershiprolesmostcriticaltostrategyexecutionandcreatetablesthatidentifycandidatesmostlikelytofillarole

SeeHighlight11.7

Usingresultsfromboth9-boxmatricesandreplacementtables,organizationsareabletoidentifypeopletosendtohigh-potentialprogramstoacceleratetheirabilitytoassumegreaterleadershipresponsibilities

Itonlymakessensetoinvestinhigh-performance/high-potentialtypesifthistalentisinrolesthatmatter,therightcandidatesaremovedonandoffthelisteachyear

Yetmanyorganizationsmakethemistakeoftreatingallfunctionsequallyandidentifyinghigh-performance/high-potentialtypeswhowilllikelyhavelittleimpactoncompanyeffectiveness–SeeHighlight11.8

Perhapsanevenbiggerproblemwith9-boxmatricesandreplacementtablesistheprocessusedtoevaluatefollowers’potential,performance,andreadinesslevels

Leadersarenotoriouslybadatjudgingtalentandperformanceappraisalratingscanbebiased

Furthermore,performanceisnotthesameaspotential

Theendresultismanycandidatesonthelistsaregoodindividualcontributorswhoknowhowtopleasetheirbossesbuthavequestionableabilitytobeeffectiveleaders

Oneinterestingaspectofpotential,performance,andreadinessistherolethatdataplayintheseevaluations

Mostcompaniesrelysolelyonaleader’sjudgmenttoevaluatefollowers

Yetresearchshowsthatcertainpersonalitytraits,intelligence,360-degreefeedbackrating,andteamassessmentsaremoreaccurate,lessbiased,andbetterpredictors

Mostcompaniesusethisinformationtoprovidecandidatesalreadyonthelistswithdevelopmentalfeedbackratherthanasacriteriaforselection

Asaresult,onlyaboutathirdofpromotiondecisionsbasedontheselistsworkout

Table11.3describesthreemethodsorganizationsusewhenmakingdeterminationsaboutpotential

Bossratingsarebyfarthemostprevalentapproach

Yetraterbiasesandinaccuraciesoftenexcludethosewiththemostpotential

Also,fewchallengesgetraisedduringcalibrationmeetingsasmostbossesareunfamiliarwithfollowersworkingunderotherleaders

Abetterapproachistoincludecandidates’personalityandintelligenceresultsintocalibrationmeetingdiscussions

Thebestapproachincludesbossratings,personalityandintelligenceresults,andcandidates’teameffectivenessquotient(TQ)scores

TQisaperson’sabilitytobuildloyalfollowingsandgetagroupofpeopleworkingeffectivelytogethertoachieveteamgoals

TQscoresarecalculatedusingteammembers’ratingsonastandardizedmeasureofteamdynamicsandperformance

InaddingTQtopersonalityandintelligenceresults,decisionmakersidentifycandidateswhoaresmart,resilient,ambitious,outgoing,decisive,hardworking,andcanbuildteams

Afinalproblemwithhigh-performance/high-potentiallistsistheirrelativepermanence

Candidatesrarelycomeofflistsoncenominated,yetresearchshowsthatjobperformancevariesdramaticallyfromoneyeartothenext

Confirmationbiascancausemanagerstoseecandidatesinapositivelightandignoredatatothecontrary

Sowhataretheimplicationsofallofthisforleaders?

First,leadersneedtounderstandtheymaybecalledupontoevaluatefollowers’potential,performance,andreadinesslevels

Second,leadersshouldrealizehowtheseconceptsaredefinedandmeasuredattheirowncompany–variesacrossorganizations

Third,theyshouldusedatawheneverpossiblewhenmakingthesejudgments

Fourth,ifthesamegroupoffollowerscomesuponthelistseveryyear,thenthereislikelysomeproblemwithhowtheselistsaregenerated–seeProfilesinLeadership11.3

Summary

Leadersshouldbepickedfortheirrolesbecauseoftheirabilitytomotivatefollowerstoexhibitthebehaviorsneededtoachievewinningresults

Butthisisnoeasytask

Followersmaynotunderstandwhattheyhavetodoorthedegreetowhichtheyneedtoexhibitcertainbehaviorsfortheteamtowin

Followersneedtomonitoredandgivenfeedbackandcoachingtoexhibittherightbehaviors

Leadersneedtobeabletodifferentiatebetweenhighandlowperformersandadministerrewardsinafairandtransparentmanner

Leaderswhoshirktheseresponsibilitiesoftenhavelowerlevelsofteammoraleandteameffectiveness

Leadersaresometimesaskedtosharetheiropinionsaboutwhichfollowersdeservepromotion

Potentialpertainstoafollower’soverallcapacitytoassumemoreresponsibility,moveupalevel,orbecomealeader

Potentialisdifferentfromreadiness,whichrelatestoestimatesofhowmuchtimeitwilltakebeforefollowersareabletohandlethedemandsofpromotion

Leadersareoftenaskedtoprovidepotential,performance,andreadinessratingsforreplacementtablesand9-boxmatrices

Mostorganizationssufferfromleadershipbenchstrengthissuesanddonothaveenoughoftherighttalenttofillkeyleadershiproles

Outsidehirescanhelpfillthesegaps,butorganizationsmaybebetteroffpromotingfromwithin

Mostpromotiondecisionsarebasedonaboss’srecommendations,whichtendtoberiddledwithbiasesandinaccuracies

Thisisonereasonwhydiverseandfemalecandidatesareunderrepresentedinleadershippositions

Toaddressthis,organizationsneedtosystematicallyincludepersonality,intelligence,andteam-buildingabilityintodeterminationsofpotentialandsuccessionplanningdiscussions

BriefDefinitionsoftheKeyTermsforChapter11

Performance:thosebehaviorsrelatedtoteamororganizationalgoals.

Unitorteameffectiveness:theadequacyofthebehaviorsexhibitedinpursuitofteamorunitgoals.

Potential:afollower’scapacitytoadvanceoneormorelevelswithintheorganization.

Thewhatandthehowofperformance:thewhatpertainstotaskandgoalaccomplishment,whilethehowisthosebehaviorsdirectedtowardtheaccomplishmentofteamororganizationalgoals.

Absenteeismleadership:occurswhenleadersaresobusytraveling,attendingmeetings,orbeingotherwisepreoccupiedthattheyhavelittletimefortheirfollowersandteams.

Time-wastingleaders:theseindividualsunintentionallyassignworkorsetrulesthataredetrimentaltoateam’soverallperformance.

Presenteeism:(asopposedtoabsenteeism)isthenotionofbeingatworkwhileone’sbrainisnotfullyengaged–itiscommoninmanyorganizations.

Executivemagnification:occurswhenleadersengageinidleconversationsthatfollowersmisinterpretasworkmandates.

Cookielicking:occurswhenleaderscannotletgoofactionsordecisionsthatshouldbedelegatedtostaff.

Performancemanagementcycle:leadersmustbeproficientinallthreeareasofthecycle(planning,monitoring,evaluating)forfollowerstoaccomplishgroupororganizationalgoals.

Planning:developingathoroughunderstandingoftheteam’sororganization’sgoals,therolefollowersneedtoplayingoalaccomplishment,thecontextinwhichfollowersoperate,andthebehaviorstheyneedtoexhibitfortheteamtobesuccessful.

Monitoring:includestrackingfollowerperformance,sharingfeedbackongoalprogress,providingneededresourcesandcoaching,andthelike.

Evaluating:entailsprovidingsometypeofsummaryfeedbackonjobperformancetofollowers.

Electronicperformancemonitoring:waysanorganizationcanelectronicallymonitorfollowersworkperformance,suchastranspondersattachedtotractor-trailersallowingtruckingcompaniestomonitordriverperformance.

Talenthoarding:occurswhenleadersareloathtolethighperformersgosotheyfailtoletothersknowaboutthefollower’sexceptionalperformance.

Differentiation:istheoveralldifferencebetweenacompany’sbestandworstperformers.

Performanceconsequences:highperformersmaygetpromotionsorpayraises,lowperformersmayreceiveunequalpayraisesorevenbefired.

Meritocracies:thosewhogetthebestresultsaregiventhebestrewards.

Personalgrowth:improvingpersonalskillsandabilities,leadingtoincreasedperformance.

Performanceappraisal:documentafollower’soverallperformanceoveradefi