CHAPTER 7 Leading and Working in Teams Case

CHAPTER 7 Leading and Working in Teams

Case: Museum of Springfield What are the problems?

What we can Apply: � Kinds of communication that distinguishes a group from a team � Advantages and disadvantage working face-to-face and virtually � Approaches to leadership, relating to teammates, and power � Guidelines for effective communication

The Importance of Working Together � The amount of research done as a team has increased in virtually every scientific field � In multimedia, working on a team is the top nontechnical job skill identified � Teams have advantages over individuals � Productivity is an advantage � Teams produce more solutions � Demonstrate more commitment and enthusiasm for creation (Adler, Elmhorst, & Lucas, 2013)

Characteristics of Work Groups Size (more than 2, optimal size: 5 or 7, no more than 20 � Shared Purpose (collective goal) � Interaction Over Time (shared standards of behavior and expectations/ norms and roles) � Interdependence (dependence on one another) � Identity (distinction as group- formally or nonformally) �

Becoming a Team � Focus is on “team” challenges and goals, not individual � Members produce collective work � Work is shaped collectively and cooperatively by leader and members

A Winning Team Clear and inspiring shared Goals � A results-driven structure � Competent team members � Unified commitment � Collaborative climate � Standards of excellence � External support and recognition � Principled Leadership �

Virtual Teams- working together apart Tips (Technology tip, pg. 190) � Technology can help teams connect � Virtual teams can be equally or more efficient � Established teams can excel � Can boost efficiency of people who work close (under the same roof) � Everyone is more equal � Technology permits inexpensive/ synchronous meetings �

Leadership � Trait Approach- all leaders possess common traits that lead to effectiveness (physical attractiveness, sociability, desire, originality, intelligence) [1930’s] � Style Approach- managerial styles as influence (authoritarian, democratic, laissez-faire) [1940’s] � Contingency Approach- “best” style is flexible or situational (task oriented or relationship oriented) [Fred Fieldler]

Leader-Member Exchange (LMX) � Theory suggest different relationships with different members �Multiple relationships �Each one unique �Leaders have limited time and energy �Cannot provide equal amount of resources �Producing high quality “insiders” (positive/ supportive) or low quality “outsiders” (less interactive: threatening, competitive, defensive) relationships

Emergent/ Designated or Self. Directed � Power �Position Power (title) �Coercive Power (punish) �Reward Power �Expert Power (expertise in training or education) �Referent Power (influence) �Information Power (obscure knowledge/ useful) �Connection Power (networking/ nepotism)

Being Effective � Fill Functional Roles (Table 7 -2, pg. 199) � Recognize Both Team and Personal Goals (Table 7 -3, pg. 201) � Promote Desirable Norms (Table 7 -4, pg. 203) � Promote Cohesiveness �Shared and Compatible Goals, Progress, Shared Norms and Values, Minimum Threats, Interdependence, External Threats that promote closeness, Shared Team Experiences

Avoid Excessive Conformity/ Group Think/ Risky Shift Illusion that group is invulnerable Tendency to rationalize or discount negative information � Willingness to ignore ethical or moral consequences � Stereotyped views � Team pressure � Self-censorship � Illusion of unanimity � mindguards � �