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Topic 10

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TOPIC 10 : LEADING TEAMS

THE LEADER AS A RELATIONSHIP


BUILDER
YOUR LEADERSHIP CHALLENGE

• Turn a group of individuals into a


collaborative team that achieves high
performance through shared mission and
collective responsibility.
• Identify challenges associated with
teamwork and explain why people
sometimes have negative feelings about
working on a team.
YOUR LEADERSHIP CHALLENGE

• Understand and handle the stages of team


development, and the design an effective team in
terms of size, diversity, and levels of
interdependence.
• Develop and apply the personal qualities of
effective team leadership for traditional, virtual
and global teams.
• Handle conflicts that inevitably arise among
members of a team.
TEAM…..

A unit of two or more people


who interact and coordinate
their work to accomplish a
shared goal or purpose.
Ex. 10.1 Differences Between Groups and Teams
GROUP TEAM
 Has a designated, strong leader  Shares or rotates leadership
 Individual accountability roles
 Identical purpose for group and  Mutual /individual
organization accountability
 Performance goals set by  Specific team vision or purpose
others  Performance goals set by team
 Works within organizational  Not inhibited by organizational
boundaries boundaries
Ex. 10.1 Differences Between Groups and Teams
GROUP TEAM
 Individual work products  Collective work products
 Organized meetings;  Mutual feedback, open-
delegation ended discussion, active
problem-solving
Ex. 10.3 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 tem roles, norms and
values

PERFORMING:
Cooperation, problem solving
Leader: Facilitate task accomplishment
Ex. 10.4 Evolution of Teams and Team Leadership

Cross-functional
Functional Team Team
Self-directed
o Grouping individuals o Coordinates across
organization
Team
by activity
o Leader centered boundaries for change o Autonomous,
o Vertical or command projects defines own
o Leader gives up some boundaries
team
power o Member-centered
o Special purpose team, o Self-managed team
problem-solving team

Need for traditional leadership Need for traditional leadership


…….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.
…….Interdependence
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
…….Leading Effective Teams

Team effectiveness: the


extent to which a team Team cohesiveness: the
achieves four extent to which members
performance outcomes: stick together and remain
innovation/adaptation, united in the pursuit of a
efficiency, quality and common goal.
employee satisfaction.
…….Team Leadership Roles
Task-Specialist Role
- Team leadership role associated with initiating new ideas,
evaluating the team’s effectiveness, seeking to clarify tasks and
responsibilities, summarizing facts and ideas for others and
simulating 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.
Ex.10.5…….Two types of team Leadership Roles
Task Specialist Behavior Socio-Emotional Behavior
Propose solutions and initiate new Encourage contributions by others; draw out
ideas others’ ideas by showing warmth and
acceptance

Evaluate effectiveness of task Smooth over conflicts between members,


solutions; offer feedback on others’ reduce tension and help resolve differences
suggestions
Seek information to clarify tasks, Be friendly and supportive of others; show
responsibilities, and suggestions concern for members’ needs and feelings

Summarize ideas and facts related Maintain standards of behavior and remind
to the problem at hand. others of agreed upon norms and standards for
interaction
Energize others and stimulate the Seek to identify problems with team
team to action interactions or dysfunctional member
behavior; ask for others perceptions
…….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
Ex. 10.6 Differences between Conventional, Virtual,
and Global teams

Type of Team Spatial Communication Member Leader


Distance s Cultures Challenge
Conventional Collocated Face to face Same High
Virtual Scattered Mediated Same Higher
Global Widely Mediated Different Very higher
Scattered
…….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
Ex. 10.7 A model of Styles to Handle Conflict
Assertive
Competing Collaborating

Assertiveness
(Attempting to
satisfy one’s own Compromising
concerns)

Unassertive Avoiding Accommodating

Uncooperative Cooperative

Cooperativeness
(Attempting to satisfy the
other party’s concerns)

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