Write a brief summary of the important concepts you learned from chapter 9 & 10. (Chapter 9 & 10 summary attached and textbook attached)
8-1Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
8-2
Groups, Teams, and Their Leadership
“We are born for cooperation, as are the feet,
the hands, the eyelids, and the upper and
lower jaws.”
~Marcus Aurelius
C h
a p
te r
10
8-3
Introduction
• Groups and teams are different than solely the
skills, abilities, values, and motives of those
who comprise them.
• Groups and teams have their own special
characteristics.
• Groups are essential if leaders are to impact
anything beyond their own behavior.
• Group perspective looks at how different
group characteristics can affect relationships
both with the leader and among the followers.
8-4
Individuals Versus Groups Versus Teams
• Team members usually have a stronger sense
of identification among themselves than group
members do.
• Teams have common goals or tasks.
• Task independence typically is greater with
teams than with groups.
• Team members often have more differentiated
and specialized roles than group members.
• Teams should be considered highly specialized
groups.
8-5
The Nature of Groups
• A group is two or more persons interacting with one another in a manner that each person influences and is influenced by each other person. – This definition incorporates the concept of reciprocal
influence between leaders and followers.
– Group members interact and influence each other.
– The definition does not constrain individuals to only one group
• Although groups play a pervasive role in society, most people spend little time thinking about the factors that affect group processes and intragroup relationships.
8-6
Group Size
• Leader emergence is partly a function of group
size.
• As groups become larger, cliques are more
likely to develop.
• Group size can affect a leader’s behavioral
style.
– Leaders with a large span of control tend to be more
directive, spend less time with individual subordinates,
and use impersonal methods to influence followers.
– Leaders with a small span of control tend to show
more consideration and use personal approaches to
influence followers.
• Group size affects group effectiveness.
8-7
Group Size (continued)
• Additive task: A task where the group’s output
simply involves the combination of individual
outputs.
• Process losses: Inefficiencies created by more
and more people working together.
• Social loafing: Phenomenon of reduced effort
by people when they are not individually
accountable for their work.
• Social facilitation: People increasing their level
of work due to the presence of others.
8-8
Developmental Stages of Groups
• Tuckman’s stages of group development:
– Forming
– Storming
– Norming
– Performing
• These stages are important because:
– People are in many more leaderless groups than they
realize.
– There are potential relationships between leadership
behaviors and group cohesiveness and productivity.
• Gersick studied project teams and identified
punctuated equilibrium, which suggests that
teams do not start work immediately as
described by Tuckman.
8-9
Group Roles
• Group roles are sets of expected behaviors
associated with particular jobs or positions.
– Task roles
– Relationship roles
• Several types of problems can impede group
performance:
– Dysfunctional roles
– Role conflict
– Intrasender role conflict
– Intersender role conflict
– Interrole conflict
– Person-role conflict
– Role ambiguity
8-10
Group Norms
• Norms are informal rules groups adopt to regulate and regularize group members’ behavior.
• Norms are more likely to be seen as important and apt to be enforced if they: – Facilitate group survival.
– Simplify, or make more predictable, what behavior is expected of group members.
– Help the group to avoid embarrassing interpersonal problems.
– Express the central values of the group and clarify what is distinctive about the group’s identity.
8-11
Group Cohesion
• Group cohesion is the sum of the forces that
attract members to a group, provide resistance
to leaving it, and motivate them to be active in
it—the glue that keeps a group together.
• Highly cohesive groups interact with and
influence each other more than less cohesive
groups.
– Greater cohesiveness does not always lead to higher
performance.
– Highly cohesive groups may have lower absenteeism
and lower turnover.
– Highly cohesive groups sometimes develop goals
contrary to the larger organization’s goals.
8-12
Group Cohesion (continued)
• Overbounding: Tendency of highly cohesive
groups to erect what amount to fences or
boundaries between themselves and others.
• Groupthink: People in highly cohesive groups
often become more concerned with striving for
unanimity than in objectively appraising different
courses of action.
• Ollieism: When illegal actions are taken by
overly zealous and loyal subordinates who
believe that what they are doing will please their
leaders.
8-13
Effective Team Characteristics and Team Building
• There are several key characteristics of
effective teams.
– Teams have a clear mission and high performance
standards.
– Leaders often evaluate equipment, training facilities,
and available outside resources.
– Leaders spend a considerable amount of time
assessing the technical skills of team members.
– Leaders work to secure the resources and equipment
necessary for team effectiveness.
– Leaders spend time planning and organizing in order
to make optimal use of available resources.
– Teams have high levels of communication, which
minimize interpersonal conflicts.
8-14
Effective Team Characteristics and Team Building (continued)
• The following four variables need to be in
place for a team to work effectively:
– Task structure
– Group boundaries
– Appropriate norms
– Authority
• Hackman and Ginnett developed the concept of
organizational shells to help team leaders
consider these four variables.
8-15
Organizational Shells
8-16
Team Leadership Model
• The Team Leadership Model (TLM)
consists of three components:
– Input
– Process
– Output
• The TLM is a mechanism to:
– Identify what a team needs to be effective.
– Point the leader either toward roadblocks or
toward ways to make the team even more
effective than it already is.
8-17
Systems Theory Applied to Teams
FIGURE 10.2
An Iceberg Metaphor for Systems Theory Applied to Teams
8-18
Basic TLM Outputs: Outcomes of High-Performance Teams
FIGURE 10.3
Basic TLM Outputs: Outcomes of High-Performance Teams
8-19
TLM Process Variables: Diagnose the Team Using the Process Variables
FIGURE 10.4
TLM Process Variables: Diagnose the Team Using the Process Variables
8-20
Leadership Prescriptions of the Model
• Ideally, a team should be built like a house or
an automobile.
– Start with a concept
– Create a design.
– Engineer it to do what you want it to do.
– Manufacture it to meet those specifications.
• Three critical functions for team leadership:
– Dream
– Design
– Development
8-21
Three Functions of TLM Leadership
FIGURE 10.5
Three Functions of TLM Leadership
8-22
Team Leadership Model
FIGURE 10.6
Team Leadership Model
8-23
Concluding Thoughts about the TLM
• Even if a team is well designed, has superior
organizational systems, and has access to
superior-quality ongoing development, without
adequate material resources it is not likely to
do well on the output level.
• Leaders can influence team effectiveness by:
– Ensuring the team has a clear sense of purpose and
performance expectations.
– Designing or redesigning input stage variables at the
individual, organizational, and team design levels.
– Improving team performance through ongoing
coaching.
8-24
Factors from the Team Leadership Model and the Interactional Framework
8-25
Virtual Teams
• Challenges are associated with leading
geographically dispersed teams (GDTs), also
known as virtual teams.
• Research shows that five major areas need to
change for global teams to work.
– Senior management leadership
– Innovative use of communication technology
– Adoption of an organization design that enhances
global operations
– Prevalence of trust among team members
– The ability to capture the strengths of diverse cultures,
languages, and people
8-26
Virtual Teams (continued)
• Leaders of virtual teams need to bear in mind
the following research conclusions.
– The distance between members is multidimensional.
– The impact of such distances on performance is not
directly proportional to objective measures of
distance.
– Differences in the effects that distance seems to have
is due at least partially to two intervening variables:
– Integrating practices within a virtual team.
– Integrating practices between a virtual team and its
larger host organization.
8-27
On the Horizon
• Collective leadership consists of five
approaches:
– Team leadership
– Network leadership
– Shared leadership
– Complexity leadership
– Collective leadership
• Clusters, a new alternative to the traditional
idea of teams, are formed outside a company
context, but are hired and paid by companies as
a unit, as a permanent part of the company.
8-28
Summary
• Group perspective shows that followers’
behaviors can be the result of factors somewhat
independent of their individual characteristics.
• Leaders should use a team perspective for
understanding follower behavior and group
performance.
• Team Leadership Model suggests that team
effectiveness can be best understood in terms
of inputs, processes, and outcomes.
– By identifying certain process problems in teams,
leaders can use the model to diagnose
appropriate leverage points for action.