Chapter 18Leading Teams

Why Teams at Work?

• Work in organizations is interdependent• What is a team?– Two or more people who interact and coordinate

their work toward a goal

• The Dilemma of Teams– We have to give up our independence– We have to put up with free riders– Teams are sometimes dysfunctional

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18.1 Differences Between Groups and Teams

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18.2 Five Common Dysfunctions of Teams

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How to Make Teams Effective

• Successful teams don’t just happen• Team members should consider:– Defining roles– Establishing norms– Setting goals

• Work-team effectiveness is based on:– Productive output– Personal satisfaction– Capacity to adapt and learn

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18.3 Work Team Effectiveness Model

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Model of Team Effectiveness

Teams size and roles are important

Team characteristics influence processes

Good team leaders understand and manage stages of team development

Team members and leaders must direct processes in a positive manner

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Effective Team Leadership

Rally people around a purpose

Share power

Admit ignorance

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Types of Teams

• Formal Team – defined by formal organization structure– Vertical: functional or command team– Horizontal: committee with cross-functional membership– Special Purpose: project teams

• Self Directed Teams – supervised by elected employee– Diverse skills and functions– Access to resources– Team is empowered to make decisionsCopyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 9

18.4 Horizontal and Vertical Teams in an Organization

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Innovative Use of Teams

• Virtual Teams– Use technology to build relationships– Shape culture through technology– Monitor progress and reward members

• Global Teams– Cross-border work teams– Members from different nationalities– May operate virtually

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18.5 What Effective Virtual Team Leaders Do

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Team Characteristics

Design teams for effectiveness

→Size Team performance and productivity peaks at five

members

→DiversityDiverse skills, knowledge, and experience produces

innovative solutions

→Member RolesTeams must focus on both task and social rolesCopyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 13

Task Performance and Social Satisfaction

Socioemotional Role• Encouraging• Harmonizing• Reducing Tension• Following• Compromising

Task Specialist Role– Initiating ideas– Giving opinions– Seeking information– Summarizing– Energizing

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Stages of Team Development

• Forming – orientation and acquaintance• Storming – personalities and roles emerge• Norming – conflicts develop• Performing – focus on problem solving • Adjourning - disbandment

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18.6 Five Stages of Team Development

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Team Cohesiveness

• Determinants of Team Cohesiveness– Team interaction– Shared goals– Personal attraction to the team

• Consequences of Team Cohesiveness– Morale– Productivity

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Team Norms

Team norms – a standard of conduct that

is shared by team members and guides

their behavior

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18.7 Four Ways Team Norms Develop

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Managing Team Conflict

• Teams deal with task conflict and relationship conflict

• Balancing Conflict and Cooperation– Conflict can help eliminate groupthink– Conflict can cause morale and productivity

problems

• Causes of Conflict– Competition over resources– Communication breakdowns

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18.8 Balancing Conflict and Cooperation

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Competing style

Avoiding style

Compromising style

Accommodating style

Collaborating style

Styles to Handle Conflict

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18.9 A Model of Styles to Handle Conflict

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Team Conflict Tools

• Superordinate goals – vision compels people to overcome conflict and cooperate

• Mediation – allowing third party to help with disputes

• Negotiation

– Integrative or disruptive

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Reaching a Win-Win Solution

Separate the people from the problem

Focus on interests, not current demands

Generate many alternatives for mutual gain

Insist that results be based on objective standards

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Work-Team Effectiveness

Productive Output

Satisfaction of Members

Capacity to Adapt and Learn

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