copyright © houghton mifflin company. all rights reserved.12 - 1 how are teamwork and leadership...
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Copyright © Houghton Mifflin Company. All rights reserved. 12 - 1
How are teamwork and leadership related?
• A leadership style that promotes team building is positively associated with – Productivity– Profitability
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Team Building:
• Teamwork is often associated with– Reduced turnover– Cost reduction– Large production increases– Gains in quality – Improved customer service
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Team Building:
• Teamwork – Job gets done efficiently and harmoniously– Fewer interpersonal relations problems – Positive effect on the physical and
psychological well-being of employees– Higher levels of job satisfaction and less
stress
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Team Building:
• Synergy is another positive outcome of teamwork– The interaction of two or more parts to
produce greater results than the sum of the parts taken individually
• Especially important when organizations value creativity
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Teamwork Doesn’t Come Naturally
• The concept of teamwork has been around a long time
• Many organizations work hard to get all employees to pull together as a team
• Most jobs today require ongoing interaction between coworkers and managers
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Teamwork Doesn’t Come Naturally
• Requires commitment and cooperation of every employee
• Requires meaningful employee participation in planning, solving problems, and developing ways to improve
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Teamwork Doesn’t Come Naturally
• Barriers– Some value individualism over teamwork– Conflict can cause a breakdown in
relationships – Heavy workloads and long hours lead to
weary employees
• Teamwork flourishes under strong leadership
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The Transition to Team-Based Structures
• Teams have become popular because they encourage participative management– Process of empowering employees to
assume greater control of the workplace
• There are two common types of teams– Self-managed– Cross-functional
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Self-Managed Teams
• Assume responsibility for traditional management tasks as part of regular work routine
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Self-Managed Teams
• Typically – 5 to15 members– cross train and rotate jobs within group
• Increases accountability
• Reduces time on dull and repetitive tasks
• Taps employees full potential
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Cross-Functional Teams
• Task groups staffed with a mix of specialists focused on a common objective
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Cross-Functional Teams
• Typically– Temporary units– Members from different departments
• Involve developing new work procedures or products, devising work reforms, or introducing new technology
• Often make decisions that directly influence improvements
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Real Teams Are Rare
• Greater use of teams in organizations
• Most "teams" are really single-leader work groups that rely on their leaders for – Purpose– Goals– Motivation– Assignments
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Real Teams Are Rare
• Using teams is not a quick fix– Can take one or two years for members to
learn all the tasks they will perform as they rotate from job to job
– Time for team to be comfortable• Making decisions, scheduling work, hiring,
training, and problem solving
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Real Teams Are Rare
• A real team– Draws its motivation more from its mission
and goals than from its leader– Each member is accountable for the
group's performance and results
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Team-Building Skills for Leaders
• In today’s environment, there is a high demand for individuals with strong leadership skills
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Team-Building Skills for Leaders
• Successful leaders share some behavioral characteristics
• Two of the most important are– Consideration– Structure
• These dimensions are separate and independent of each other
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Consideration
• Extent to which a manager’s relationships with workers are characterized by– Mutual trust– Respect for employees– Consideration of feelings– Warmth in interpersonal relationships– Good rapport– Two-way communication
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Structure
• Extent to which a supervisor is likely to direct workers toward goal attainment
• Managers actively direct group activities by– Scheduling– Planning– setting goals– Communicating information– Evaluating performance
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Improving Consideration Skills
• The effective use of consideration skills creates a positive work environment
• Leaders with consideration skills follow:– Law of empathy – sensitivity and
awareness of the needs, feelings, and motivations of those they lead
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Improving Consideration Skills
• Practices that can improve consideration– Recognize accomplishments– Provide for early and frequent success– Take a personal interest in each employee– Establish a climate of open communication– Discover individual employee values
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Improving Structure Skills
• The supervisor who incorporates structure into his or her leadership style plays an active role in directing group activities.
• The team builder gives the group – Direction and standards– Maintains accountability
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Improving Structure Skills
• Practices that develop structure skills– Communicate your expectations– Encourage individual and team goal setting– Provide specific feedback often– Deal with poor performance immediately
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Additional Leadership Qualities
• Character
• Emotional intelligence
– Both can be developed– Key to growth is self-awareness
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Character
• Personal standards of behavior– Honesty– Integrity– Moral strength
• Impossible to build trusting relationships without character
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Character
• Effective leadership characterized by– Honesty– Truthfulness– Straight dealing
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Emotional Intelligence
• Ability to monitor your own and others’ emotions and deal with them effectively
• Leaders with emotional intelligence are– More likely to detect friction and eliminate
conflict– More flexible – Better situational leaders
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Teamwork:The Employee’s Role
• Most valued employees are willing to assume leadership roles and responsibilities
• Each team member should – assume an active part in helping the work
unit achieve its mission– be a team builder
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Employees as Leaders
• Effective leaders are helping work team members develop leadership skills
• The team’s success does not always ride on one person
• Merit in establishing diversity of leadership within work group
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Valued Team Members
• Every employee has potential to be a leader
• Success often depends on your ability to be an effective team member
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Becoming a Valued Team Member
• Avoid becoming part of a clique or subgroup within the team
• Avoid any action that might sabotage the team
• Keep in mind that effective team membership depends on honest, open communication
• Do not feel the need to submerge your own strong believes, creative solutions, and ideas
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Total Person Insight
Great challenges require great teamwork, and the quality most needed among teammates amid the pressure of a difficult challenge is collaboration….Each person brings something to the table that adds value to the relationship and synergy to the team.
John C. MaxwellAuthor, The 17 Essential Qualities of a Team Player
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Summary
• Teamwork ensures that a job gets done and that it gets done efficiently
• Teamwork can mean the difference between a profitable and unprofitable organization
• Team-building leadership style is suited to today’s employees
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Summary
• Effective teamwork is informal and relaxed
• People are – Involved– Interested– Eager to participate in work-related
problems
• Goals and objectives are clearly understood
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Summary
• Two dimensions of supervisory leadership– Consideration– Structure
• Additional qualities of effective managers– Character– Emotional intelligence
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Summary
• Effective work group members should assume leadership roles
• Each helps the group achieve its mission
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Summary
• Learn to understand your boss
• Assess your strengths
• Identify personal characteristics that might impede or facilitate a working relationship