1 chapter 8 leading self managed team lussier, r. and achau, c. (2007): effective leadership, 3 rd...
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Chapter 8Chapter 8
Leading Self Leading Self Managed Team Managed Team
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Summary of Lecture 17Building successful team
Types of Team
Teamwork
Team Leader role
Team Creativity
Team Decision Making
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Learning Outcomes
Nature of self-managed teams.Difference between traditional team & SMT.Benefits of SMT.Challenges of implementing SMT effectively.Guidelines for improving SMT effectiveness.Stages of group development.Role of team facilitator in SMT.Distributed leadership in SMT.
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Leader Centered Approach
Leader uses power to direct and control team members
Leader should focus on the task
Leader should seek opinion but make final decision himself
Leader should control group discussion
Leader should try to overcome and resist to threats challenging
authority
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Group Centered Approach
Empowers group to make decision
The role of leader should be as facilitator, consultant, teacher, and
adviser
Act as a role model
Understand team dynamics and team members feelings
Allow to make the final choices for decision
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Leadership Skills for Effective Meeting
Planning Meetings
- Objectives- Participants and Assignments- Agenda- Date, time and place
Conducting Meetings
- The first Meeting- Three parts of Meetings
i) Identifying objectivesii) Covering agenda itemsIii) Summarizing and reviewing assignments
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Leadership Skills for Effective Meeting
Leadership Role
Leader should vary his style with the group development level
Handling Problem Members- Silent- Talker- Wanderer- Bored- Arguer
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Self-Managed Teams; Also Known As
Self-directing teams
Self-maintaining teams
Self-leading teams
Self-regulated teams
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Nature of Self-Managed Teams
Operate without managerial supervisionHigh job satisfactionHigh commitmentMake structural and operational decisionsResponsible for tasks as a collective wholeVariety of technical skillsVersatile and flexible
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Self-Managed Teams
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Relatively autonomous work groups in which the responsibilities and obligations traditionally
maintained by management have been transferred to a group of people who perform a
complex task with highly interdependent activities
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Self-Managed Teams
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Sociotechnical system theory states that if members are more involved in formulating tasks are more likely to work with commitment and dedication to achieve stated goals as they feel invested in process
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Acquire Supplies& Materials
Deal with Conflicts
Interact with Customers
Perform Team Member
Evaluations
Make Operating Decisions
Create Task Procedures
Assign Work
Plan Schedules
Self-Managed Self-Managed Teams Are Teams Are
Usually Usually Empowered to:Empowered to:
Self-Managed Self-Managed Teams Are Teams Are
Usually Usually Empowered to:Empowered to:
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Characteristics of Effective Self-Managed Teams
•Have clear missions & high performance standards•Take stock of equipment, training facilities, & other resources team needs•Devote significant time to planning & organizing to use available resources & assess members technical skills•High levels of communication•SMT have decision making power•Leadership role is rotated •Multi-skilled capabilities•Team accountability •Perform all management functions (plan, organize, lead, reward and control) and decide product quality and quantity, and resolve confllict•SMT focus on targets (milestones), project tasks, time issues, team membership, and territories
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Traditional Teams vs SMTs
Characteristics Self Managed teams
Traditional Teams
Leadership With in the team Outside the team
Team leader role Interchangeable Fixed
Accountability Team Individual
Work Effort Cohesive Divided
Task Design Flexible Fixed
Skills Multiskilled Specialized
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Stronger CommitmentStronger Commitment
Improved Qualityand Efficiency
Improved Qualityand Efficiency
More Satisfied EmployeesMore Satisfied Employees
Lower Turnover / AbsenteeismLower Turnover / Absenteeism
Faster Product DevelopmentFaster Product Development
Flexibility Dealing with Personnel Shortages
Flexibility Dealing with Personnel Shortages
Helps Solve Problems &Suggest Improvements
Helps Solve Problems &Suggest Improvements
PotentialPotentialBenefits of Benefits of Using Using Self-ManagedSelf-ManagedTeamTeam
PotentialPotentialBenefits of Benefits of Using Using Self-ManagedSelf-ManagedTeamTeam
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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TeamTeamFormationFormationVariablesVariables
OrganizationalSupport
MembershipCharacteristics
Norms
Champion
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Organizational Support
Strong top management support
Commitment to allocate adequate resources
Compatible culture For example: Hierarchical structure with centralized decision making in organization and asking managers to empower team whereas who is facing control from top management. Difficult to relinquish power and most likely model top management behavior.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Team Member Characteristics
Strong belief in personal accountability (avoid social loafing)
Internal locus of control
Emotional stability
Openness to new ideas and different viewpoint
Good communication, conflict management and problem solving skills
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Team Member Characteristics
Effective communicator
Good problem-solving skills
Ability to engender trust
Good conflict resolution skills
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Norms
Standards of conduct that are shared by team members and which guide their behaviors
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Champion
An advocate of the self-managed team program who helps the program obtain necessary
resources and gain political support from top management
and other subunits of the organization
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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What A Champion Does
•Explains what self-managed teams can do for the organization
•Communicates responsibilities, rules, & norms to the teams
•Ensures that teams meet the goals and needs of the organization
•Coordinates efforts of teams
•Helps teams reach decisions that every employee can support
•Facilitates continuous learning by team members
•Builds & maintains trust between teams and the organization
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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To Improve SMT Effectiveness
Ensure change to supportive culture, structure, & climate
Have a well-thought-out vision of SMTs
Allow time for bonding
Provide adequate training
Provide objective goals, incentives, & infrastructure
Ensure resources are adequate
Create a sense of empowerment
Develop team-based measurements & feedback
Recruit and train team facilitators
Do not overreact at first crisis
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Stages of Team Development
StormingStormingLess Commitment
Some Competence
Members become dissatisfied with the team as they develop confidence.
FormingFormingHigh Commitment
Low Competence
Members come committed but have not developed competence in working together.
NormingNormingVariable Commit.
High Competence
Commitment changes while competence remains constant.
PerformingPerformingHigh Commitment
High Competence
Commitment and competence remain high
Appropriate Leadership Style
DecideDecide ConsultConsult FacilitateFacilitate DelegateDelegateClarify team objectives &roles
Develop competence& relationships
Focus on Supportiverelationships
Group providesown task &relationshipbehaviors
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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SMT FacilitatorAn external leader of a self-managed team whose job is to create a supportive environment where team members take on responsibilities to work productively and solve complex problems on their own
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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SMT Facilitator Team Building Activities
Open forums to resolve interpersonal conflict
Create opportunities for social interaction
Increase mutual acceptance & respect between members
Coaching and encouragement
Use of data and information to influence and motivate team members (Sales Data, Finance data etc)
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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SMT Facilitator Team Building Activities
Highlight mutual interests of team members
Increase team identification
Use team-oriented incentives to foster teamwork
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Distributed Leadership
A collection of roles and behaviors that can be divided, shared, rotated, and used sequentially in a SMT environment based on interests and capabilities
Team members assume leadership roles depending on task requirements and circumstances
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Distributed Leadership Practice in SMTs
Organizing roleEnvisioning roleSocial roleNetworking role
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Benefits of Distributed Leadership
Leadership development
Understanding of different roles requirements and challenges
Succession Planning
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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High-InvolvementManagement
Team Empowerment
move power, information, knowledge, and rewards further down the organization.
Motivation and commitment
Opportunity to acquire skills and knowledge essential for
organization
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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What and When to Empower
Understand people and their motivations
Understand their competence level
Competence and skill development of employees
Monitor and evaluate performance
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Discussion Question 1: Define decision making process in self managed teams?
Question 2: What are benefits of self managed teams?
Discussion Question 3: How many members should have in self managed teams for effective working?
Discussion Question 4: Explain role of Champion in self managed teams?
Discussion Question 5: Why self managed teams require support from top management?
Discussion Question 6: What is difference between distributed leadership and high involvement management?
Discussion Question 7: Describe key success factor for SMT?
Discussion Questions
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
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Summary
Nature of self-managed teams.Difference between traditional & SMT.Benefits of SMT.Challenges of implementing SMT effectively.Guidelines for improving SMT effectiveness.Stages of group development.Role of team facilitator in SMT.Distributed leadership in SMT.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning