11

Building and Building and

Leading TeamsLeading Teams

22

tt

33

"Coming together is a beginning. Keeping together is progress.Working together is success."

Henry Ford

""Individual commitment to a group Individual commitment to a group effort-that is what makes a team effort-that is what makes a team work, a company work, a society work, a company work, a society

work, a civilization work." work, a civilization work."

Vince Vince Lombardi Lombardi

http://www.youtube.com/watch?v=vyd-JMkfjoMJMkfjoM

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TeamTeam

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

ResponsiblResponsible e

Active Active ParticipanParticipan

tt

Mission Mission OrientedOriented

ReliableReliable

Actively Actively ListensListens

CompetentCompetent

RespectfulRespectful

CommunicativCommunicativee

FlexibleFlexible

UnselfishUnselfish

Top 10 QualitiesTop 10 Qualities

Team Team PlayerPlayer

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ExEx. . 10.110.1 Differences Between Groups Differences Between Groups and Teamsand 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, open-ended

discussion, active problem-solving

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ExEx. . 10.210.2 Stages of Team Development 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

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ExEx. . 10.310.3 Evolution of Teams and Team Evolution of Teams and Team LeadershipLeadership

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, problem-solving team

Self-Directed Team

•Autonomous, defines own boundaries•Member-centered•Self-managed team

Need for traditional leadership Need for team leadership

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Characteristic of Fully Characteristic of Fully Functioning TeamsFunctioning Teams

• Effective Leadership• Clear Vision/Mission/Strategies• Informal/team atmosphere • Continuous Discussion• Active listening• Trust and Openness• Shared Values/norms• Commitment• Disagreement/Criticism in a positive process• Consensus is the norm (Exercise 22-1 p 426) & (Page 425)

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SizeSize

• Smaller teams are more productive

• Must be large enough for diverse skills

• Allow members to feel like they are an intimate part of a community

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DiversityDiversity

• Heterogeneous teams more effective

• Is a source of creativity

• Contributes to healthy conflict

• May prevent groupthink

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InterdependenceInterdependence

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

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Interdependence Interdependence (contd.)(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

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Leading Effective TeamsLeading 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

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ExEx. . 10.410.4 Two Types of Team Two Types of Team Leadership RolesLeadership 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

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Determinants of CohesivenessDeterminants of Cohesiveness

• Interaction – the amount of contact between team members

• Shared mission and goals – agreement among team members leads to cohesion

• Personal attraction – team members enjoy being together

• Team success – favorable evaluation of the team’s work by outsiders

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Consequences of Team Consequences of Team CohesivenessCohesiveness

• High morale

• Increased performance

• Creates social facilitation

• Avoids Group Think

2020

Virtual TeamVirtual Team

A team made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies

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Global TeamsGlobal 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

2222

ExEx. . 10.510.5 Differences Between Differences Between Conventional, Virtual, and Global Conventional, Virtual, and Global

TeamsTeams

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

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ExEx. . 10.610.6 A Model of Styles to Handle A Model of Styles to Handle ConflictConflict

Assertiveness(Attempting to

satisfy one’s own concerns)

Cooperativeness

(Attempting to satisfy the other party’s

concerns)

Assertive

Unassertive

Uncooperative Cooperative

Avoiding Accommodating

Compromising

Competing Collaborating

.

. .

. .