6 ASSESSMENT
KCplul76
1435462858_413514.pptxChapter 10
Leading Teams
6e
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Turn a group of individuals into a collaborative team that achieves high performance through a shared mission and collective responsibility
Identify challenges associated with teamwork, and explain why people sometimes have negative feelings about working in a team
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Lead a team to high performance by providing a compelling purpose and clear objectives, clarifying roles and responsibilities, designing the team in terms of size and diversity, giving team members decision authority, and providing support and coaching
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Understand and handle the stages of team development, and know how to promote cohesiveness and shape productive team norms
Understand the challenges and benefits of virtual teams and the team leader behaviors that contribute to virtual team effectiveness
Handle conflicts that inevitably arise among members of a team
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.1 - Evolution of Teams and Team Leadership
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.2 - Five Common Dysfunctions of Teams
6
Source: Based on Patrick Lencioni, The Five Dysfunctions of a Team (New York: John Wiley & Sons, 2002)
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Elements to Lead a Team to High Performance
7
Compelling purpose, clear objectives, and explicit metrics
Diversity of skills and unambiguous roles
Streamlined team size
Decision authority over how to achieve goals
Support and coaching
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.3 - Five Stages of Team Development
8
Sources: Based on the stages of small group development in Bruce W. Tuckman, “Developmental Sequence in Small Groups,” Psychological Bulletin 63 (1965), pp. 384–399; and B.W. Tuckman and M.A. Jensen, “Stages of Small Group Development Revisited,” Group and Organizational Studies 2 (1977), pp. 419–427
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Cohesiveness
Extent to which members are attracted to and motivated to remain in the team
Determinants
Team interaction
Shared goals
Personal attraction
Presence of competition and team success influence group cohesiveness
9
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.4 - Two Ways Team Norms Develop
10
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Competencies
Goal setting and performance management
Planning and coordination
Collaborative problem solving
Communication
Conflict resolution
11
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Member Roles
Initiate ideas
Give opinions
Seek information
Summarize and energize
Task-specialist role
Encourage and harmonize
Reduce tension
Follow and compromise
Socioemotional role
12
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
Exhibit 10.5 - Differences between Conventional, Virtual, and Global Teams
13
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Virtual Team
Advantages
Quickly assembles a talented group of people to complete a complex project
Solves a difficult problem, or exploits a specific strategic opportunity
Diversity can fuel creativity and innovation
Saves time and travel expenses
Disadvantages
Delays in meeting deadlines
Little supervision and greater trust on team members
Greater focus on results than the process
Provides guidance, encouragement, and support with little control
14
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Skills of a Successful Virtual Team Leader
Selecting the right team members
Starting off right
Using technology to build relationships
Agreeing on ground rules
15
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Conflict
Conflict: Antagonistic interaction in which one party attempts to thwart the intentions or goals of another
Types of conflict
Task: Disagreement among people about the goals to be achieved or the content of the tasks to be performed
Relationship: Personal incompatibility that creates tension and feelings of personal animosity among people
16
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.6 - Balancing Conflict and Cooperation
17
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Causes of Conflict
Competition for resources
Lack of clear roles and responsibilities
18
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.7 - A Model of Styles to Handle Conflict
19
Source: Based on Kenneth Thomas, “Conflict and Conflict Management,“ in Handbook of Industrial and Organizational Behavior, ed. M.D. Dunnette (New York: John Wiley, 1976), p 900; and Nan Peck, “Conflict 101: Styles of Fighting,” North Virginia Community College Website, September 20, 2005, w ww.nvcc.edu/home/npeck/conflicthome/conflict/Conflict101/conflictstyles.htm (accessed April 13, 2011)
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Negotiation
Type of conflict management where people:
Engage in give-and-take discussions
Consider various alternatives to reach a joint decision that is acceptable to both parties
20
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ways to Negotiate
Cooperative approach to negotiation in which conflicting parties attempt to reach a win–win solution
Integrative
Adversarial negotiation in which conflicting parties compete to win the most resources and give up as little as possible
Distributive
21
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Rules for Reaching a Win-Win Solution
Separate the people from the problem
Focus on underlying interests, not current demands
Demands - Create yes-or-no obstacles to effective negotiation
Underlying interests - Problems that can be solved creatively
Listen and ask questions
Insist that results be based on objective standards
22
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
