Chapter 8

1. Chapter 8 Team Leadership

2. Summary of Lecture 16 Group VS Team Types of Groups Group Development Stages Group Think Social Loafing

3. Learning Objectives Building successful team Types of Team Teamwork Team Leader role Team Creativity Team Decision Making

4. Groups Teams vs. Individual contributions and collective work products Performance depends on... Individual contributions Accountability for outcomes rests on... Individual outcomes Mutual outcomes Individual and common goals Members are interested in... Common goals and commitment to purpose Responsive to... Demands of management Self-imposed demands Groups vs. Teams In team members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable

5. TEAMT = TogetherE = EveryoneA = AccomplishesM = More Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

6. Building Successful Teams Diversify team membership Keep teams small in size (size of 12 to 25) Select the right team members Train, train, train Clarify goals Link individual rewards to team performance Use appropriate performance measures Promote trust Encourage participation Cultivate team spirit and social support Foster communication and co-operation Emphasize the urgency of the team’s task Clarify the rules of behavior Regularly confront teams with new facts Acknowledge and reward vital contributions to the team Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

7. Improvement Teams (concerned with improving effectiveness of processes ) Work Teams (concerned with products and services) Purpose or mission Permanent (remain intact as long as the organization exists) Temporary (exist for a finite period) Time Self-Managed Work Teams (team members make their own key decisions) Work Groups (leaders make decisions for group members) Degree of autonomy Cross-Functional Teams (members from several different specialties) Intact (work within own specialty area) Authority structure Types of Teams

8. No matter what you are trying to do,TEAMSare the most effective way to get the job done. Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

9. Teamwork ADVANTAGES • Synergy • Avoids major errors • Faster, better decisions • Continuous improvement • Innovation • Stimulates self-motivation • Greater job satisfaction • Needs fulfillment DISADVANTAGES - Pressure to conform to group standards and conduct -Autonomy issue - Ostracized for productivity - Social loafing - Groupthink - Inter-group conflicts Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

10. Team Effectiveness Meet performance targets Team effectiveness is determined by 1 task performance 2 group work 3 individual satisfaction 4 Enable to attain organizational goals with fewer resources Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

11. Team Effectiveness Norms guide team members' actions and behavior Influence how they perceive and interact with each other, make decisions, and solve problems Team leader pay vital role in defining norms Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

12. Team Leadership Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

13. Team Leadership Effective team leader encourage norms Knowledge in team processes Understand people and their needs Interpersonal and communications skills Coordinate team activities and motivate team members

14. 9 Team Leader’s Rolesin creating effective teams 1. Emphasize group recognition and rewards. 2. Identify and build on team’s strengths. 3. Develop trust and a norm of teamwork. 4. Develop team’s capabilities to anticipate and deal with change. 5. Empower teams to accomplish work with minimal interference. 6. Inspire and motivate team toward higher levels of performance. 7. Recognize individual and team needs and timely attend to them. 8. Encourage and support team decisions. 9. Provide team with challenging and motivating work. Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

15. 9 Organizations’ Rolesin creating effective teams 1. Top management’s unconditional support. 2. Adequate information and other resources. 3. Flexible task structure. 4. Appropriate size and membership mix. 5. Clearly defined mission statement and goals. 6. Appropriate power sharing structure - shared leadership. 7. Competent team leadership. 8. Evaluation and solicitation of feedback on team effectiveness. 9. Adequate socialization of team members. Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

16. Team Cohesiveness Effective team has high level of autonomy, interdependence and cohesiveness Team cohesion is “the extent to which members band together and remain committed to achieve team goals In effective team interdependence is built around team's goals, rewards, and job structure Pooled, sequential and reciprocal independence Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

17. Team Composition and Structure Team composition focus on characteristics of team members Multicultural, multifunctional and multinationals characteristics Diversity increases creativity Team structure refers to allocation of tasks, responsibilities, and authority High involvement in decision, diversified knowledge, autonomy, and variety of task has motivational characteristic Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

18. Post Activity Reviews andDialogue Sessionsfacilitate team learning by: 3. Discuss perceptions & assumptions. Analyze reasons for success and failure Reviewing what went well and what can be improved Discuss perceptions and assumptions (suggestions)

19. Functional Team Need for Traditional Leadership Types of Teams Cross Functional Team Self Managed Team Need for Team Leadership Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

20. Functional Teams Sometimes referred to as Problem Solving Teams Groups of a line manager and 5 to 12 employees, all from the same department, who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Hierarchical structure and control More traditional leadership and centralized control Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

21. Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task or project Some members can be from outside the organization Cross fertilization of ideas Virtual team concept Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

22. Effective Cross Functional Team 1 Develop consensus around common vision or mission focus on organizational outcomes 2 Implement team based measures, feedback, and reward 3 Effective leadership and top management support 4 Team building, skills development, and team training 5 Assemble the right skills 6 Right size Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

23. Self-Managed Teams Groups of 10 to 15 people, from different departments who take on responsibilities of their former supervisors to manage the team and achieve its goals Relatively more autonomy and decision making power Leadership role is rotated among members Mutual responsibility of performance and goals Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

24. Skill Set Required of a High Performance Team Technical expertise Problem-solving and decision-making skills Interpersonal skills Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

25. Team Creativity The process of generating new ideas, products, processes, or services The creation of valuable, useful new products, services, ideas, procedures, or processes by individuals working together in a complex social system through discovery rather than performing predetermined routine activities and procedures Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

26. Team Creativity High use of creativity More valuable than great financial resource Organizations survive and thrive Important for Self-Managed Teams Autonomy, performance management system, team bonuses, stable team composition, team continuity, and sufficient resources Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

27. Flexibility Adequate Resources Organizational practices supporting team creativity Supporting climate And culture Recognition and Reward Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

28. Members Matched Four Team Leader Practices That Support Creativity Autonomy for Members Protection against Creativity Blockers Adequate time and money Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

29. Blocks to Creativity Structural problems Lack of technical expertise High levels of technical expertise & experience can lead to relying on past solutions Creative people don’t like to have their ideas and creations evaluated Lack of autonomy & flexibility Lack of incentives Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

30. Steps to Improve Creativity Brainstorming Seeing one thing as something else Encouragement by leaders Reward success Never punish failure Form diverse problem-solving groups Ensure the proper level of technical expertise in problem-solving groups Conducive work environment and culture (Example of: KRL Scientists) Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

31. TEAM Creativity Organization should 1 Provide adequate and quality resources 2 Provide appropriate recognition and rewards 3 Provide flexibility and minimum amount of structure 4 Provide supportive climate and culture Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

32. How to Lead Creative Followers Set goals Use high participation in goal setting Provide adequate resources Reduce time pressures But keep followers on track Consider nonmonetary as well as monetary rewards Monetary rewards can be seen as “controlling” Recognize that creativity is evolutionary, not revolutionary Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

33. Team Decision Making Advantages 1 Improve decision quality 2 Multilevel and multifunctional participation is required 3 Support of organizational members (cost cutting efforts) 4 Greater understanding of nature of problem and solution 5 High commitment Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

34. Team Decision Making Disadvantages 1 Time consuming 2 At time manager can make more relevant and informed decision 3 Self serving bias 4 Compromise rather optimal solution Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

35. Discussion Questions Discussion Question 1: Describe the team leader’s role in team performance? Discussion Question 2: Give advice to team leader to increase team performance? Discussion Question 3: Creativity often believe to be output of individual efforts, can team efforts also produce creativity? Discussion Question 4: In your opinion organization can benefit more from individual efforts or team efforts?

36. Summary Building successful team Types of Team Teamwork Team Leader role Team Creativity Team Decision Making