Leading Teams

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Chapter 10

• Leading Teams

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Penny

• Team understanding

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• "Coming together is a beginning. Keeping
  together is progress.Working together is
  success." Henry Ford

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Chapter Objectives

• Turn a group of individuals into a collaborative
  team that achieves high performance through
  shared mission and collective responsibility.
• Develop and apply the personal qualities of
  effective team leadership for traditional,
  virtual, and global teams.
• Understand and handle the stages of team
  development, and design an effective team in
  terms of size, diversity, and levels of
  interdependence.
• Handle conflicts that inevitably arise among
  members of a team.

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Team
A unit of two or more people who interact and
coordinate their work to accomplish a shared goal
or purpose
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Ex. 10.1 Differences Between Groups and Teams

• Group
• Has a designated, strong leader
• Individual accountability
• Identical purpose for group and organization
• Performance goals set by others
• Works within organizational boundaries
• Individual work products
• Organized meetings delegation

• Team
• Shares or rotates leadership roles
• Mutual/ind. accountability
• Specific team vision or purpose
• Performance goals set by team
• Not inhibited by organizational boundaries
• Collective work products
• Mutual feedback, open-ended discussion, active
  problem-solving

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Ex. 10.2 Stages of Team Development
Forming
Orientation, break the ice Leader Facilitate
social interchanges
Storming
Conflict, disagreement Leader Encourage
participation, surface differences
Norming
Establishment of order and cohesion Leader help
clarify team roles, norms, values
Performing
Cooperation, problem solving Leader Facilitate
task accomplishment
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Ex. 10.3 Evolution of Teams and Team Leadership

• Cross-Functional Team
• Coordinates across organization boundaries for
  change projects
• Leader gives up some power
• Special purpose team, problem-solving team

• Self-Directed Team
• Autonomous, defines own boundaries
• Member-centered
• Self-managed team

• Functional Team
• Grouping individuals by activity
• Leader centered
• Vertical or command team

Need for traditional leadership Need for team
leadership
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Size

• Smaller teams are more productive
• Must be large enough for diverse skills
• Allow members to feel like they are an intimate
  part of a community

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Diversity

• Heterogeneous teams more effective
• Is a source of creativity
• Contributes to healthy conflict
• May prevent groupthink

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Interdependence

• Interdependence
• The extent to which team members depend on each
  other for information, resources, or ideas to
  accomplish their tasks
• Pooled Interdependence
• The lowest form of team interdependence members
  are relatively independent of one another in
  completing their work

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Interdependence (contd.)

• Sequential Interdependence
• Serial form of interdependence in which the
  output of one team member becomes the input to
  another team member
• Reciprocal Interdependence
• Highest form of interdependence members
  influence and affect one another in reciprocal
  fashion

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Leading Effective Teams
Team effectiveness the extent to which a team
achieves four performance outcomes
innovation/adaptation, efficiency, quality, and
employee satisfaction
Team cohesiveness the extent to which members
stick together and remain united in the pursuit
of a common goal
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Team Leadership Roles

• Task-Specialist Role
• Team leadership role associated with initiating
  new ideas, evaluating the teams effectiveness,
  seeking to clarify tasks and responsibilities,
  summarizing facts and ideas for others, and
  stimulating others to action
• Socio-Emotional Role
• Team leadership role associated with facilitating
  others participation, smoothing conflicts,
  showing concern for team members needs and
  feelings, serving as a role model, and reminding
  others of standards for team interaction

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Ex. 10.4 Two Types of Team Leadership Roles
Task-Specialist Behavior Socio-Emotional Behavior
Propose solutions and initiate new ideas Encourage contributions by others draw out others ideas by showing warmth and acceptance
Evaluate effectiveness of task solutions offer feedback on others suggestions Smooth over conflicts between members reduce tension and help resolve differences
Seek information to clarify tasks, responsibilities, and suggestions Be friendly and supportive of others show concern for members needs and feelings
Summarize ideas and facts related to the problem at hand Maintain standards of behavior and remind others of agreed-upon norms and standards for interaction
Energize others and stimulate the team to action Seek to identify problems with team interactions or dysfunctional member behavior ask for others perceptions
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Determinants of Cohesiveness

• Interaction the amount of contact between team
  members
• Shared mission and goals agreement among team
  members leads to cohesion
• Personal attraction team members enjoy being
  together
• Team success favorable evaluation of the teams
  work by outsiders

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Consequences of Team Cohesiveness

• High morale
• Increased performance
• Creates social facilitation

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Virtual Team
A team made up of geographically or
organizationally dispersed members who share a
common purpose and are linked primarily through
advanced information technologies
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Global Teams
Teams made up of culturally diverse members who
live and work in different countries and
coordinate some part of their activities on a
global basis
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Ex. 10.5 Differences Between Conventional,
Virtual, and Global Teams
Type of Team Spatial Distance Communications Member Cultures Leader Challenge
Conventional Colocated Face to face Same High
Virtual Scattered Mediated Same Higher
Global Widely scattered Mediated Different Very high
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Ex. 10.6 A Model of Styles to Handle Conflict
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Assertive
Competing
Collaborating
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Assertiveness
Compromising
(Attempting to satisfy ones own concerns)
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.
Avoiding
Accommodating
Unassertive
Uncooperative
Cooperative
Cooperativeness
(Attempting to satisfy the other partys concerns)
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Other Approaches to Handling Conflict

• Bargaining and Negotiating
• Integrative negotiation
• Distributive negotiation
• Mediation
• Facilitating Communication