Chapter 10 Leading Teams 1 Chapter Objectives Turn

Chapter 10 Leading Teams 1

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 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. 2

Team A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose 3

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, openended discussion, active problem-solving 4

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 5

Ex. 10. 3 Evolution of Teams and Team Leadership Functional Team • Grouping individuals by activity • Leader centered • Vertical or command team Cross-Functional Team • Coordinates across organization boundaries for change projects • Leader gives up some power • Special purpose team, problemsolving team Need for traditional leadership Self-Directed Team • Autonomous, defines own boundaries • Member-centered • Self-managed team Need for team leadership 6

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 7

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 8

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 9

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 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 10

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 11

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 12

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 13

Global 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 14

Ex. 10. 6 A Model of Styles to Handle Conflict Assertive . Competing . Assertiveness Compromising (Attempting to satisfy one’s own concerns) Unassertive . Collaborating . Avoiding Accommodating Uncooperative . Cooperativeness (Attempting to satisfy the other party’s concerns) 15