The Cambridge dictionary describes taking your cue from someone as the act of taking notice of someone’s words, posture or behaviour so that you can know what you should do. Cues are usually non-verbal signals, subtle behaviours, posture, body language, subtle actions and a lot of other characters that various individuals in a team can exhibit from which an attentive leader can make important as well as informed decisions.
Leaders play a crucial role in shaping team dynamics and taking note of as well as addressing silent cues, which can give rise to the bandwagon effect in teams can determine the success or failure of teams. Unlike cues which are usually peculiar and specific to individuals, the bandwagon effect is somewhat different. The bandwagon effect in a team according to the dictionary, is a pattern or behaviour where team members make the same conclusions, adopt certain behaviours, styles or attitude only because others are doing so. Individuals in a team where the band wagon effect is at play usually align their opinions or actions with that of the perceived majority - even if they privately disagree.
Although some leaders do not see the bandwagon effect in teams as a problem, transformational leaders do not overlook it. For example: Facial expressions such as nodding in agreement or smiling, given-off by the most experienced team member when another team member vividly bullys others while speaking, can sometimes convey an approval of the bully’s behaviour. These non-verbal signals given off by the experienced team member in most cases either: (1) influences other team members to adjust their opinion/ideas so as to measure up with what they perceive is preferred - which invariably gives rise to the bandwagon effect or (2) makes other team members conclude that bullying is acceptable in the team. A good leader should be able to spot this silent cues given off in the team and address it accordingly.
Asides from facial expressions, a constant shift in the tone of voice and the show of enthusiasm only when a particular team member is sharing his/her idea as compared to when other members in the team share their ideas can also give rise to the bandwagon effect in teams. This conformity can lead to a lack of diverse perspectives. It can also stifle creativity and innovation - as team members believe that alternative viewpoints or differing opinions are less likely to be considered.
The bandwagon effect can also hinder genuine discussions and reduce the psychological safety necessary for open communication and innovation - as team members feel compelled to align with the dominant viewpoint so as to fit in. This believe that their contribution is not needed eventually leads to quiet quitting. Group-think also increases due to the bandwagon effect and the need to conform results in poor decision-making.
Transformational leaders should be able to if possible, prevent their teams from getting to a level where the bandwagon effect takes over. If this prevention is not possible however, leaders should be able to prevent the negative consequences of the bandwagon effect. Good leaders should encourage diverse opinions, actively request for different perspectives and create a safe space for disagreeing. Leaders should discourage body language such as giggling or laughing when others are speaking, they should ensure that questions asked during meetings are phrased such that everyone can participate and contribute, bad behaviour should not be encouraged or rewarded as well as obvious rude behaviour towards another should not be swept under the carpet or left unaddressed by the leader.
These and many more strategies will over time minimize the occurrence of the bandwagon effect in teams. By being mindful of the cues that give rise to the bandwagon effect as well as by actively promoting a culture of diversity, inclusion and independent thinking, leaders can mitigate the risks associated with conformity and encourage a more innovative and engaged team.
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Very nice write up addressing a very important subject