Do you Know Applications and theories of Leadership?
Hassssan
Chapter8.pptxTeam Leadership and Self-Managed Teams
Chapter 8 Part Two: Team Leadership
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Learning Outcomes
Discuss the benefits and limitations of working in teams.
Identify and explain the ten characteristics of highly effective teams.
What role can a team leader play in creating an effective team?
Describe how organizational culture can influence team creativity.
Outline the three parts of conducting effective meetings.
Explain the differences between conventional and self-managed teams.
Describe the benefits of using self-managed teams in organizations.
Describe top management’s role in improving the success rate of self-managed teams.
Describe the challenges of launching effective self-managed teams.
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The Use of Teams in Organizations
Teams offer the best opportunity for increased productivity and profits.
Members of a cooperative team can achieve more output than as individuals.
Teams have become the basic unit of empowerment.
Increasingly employers are looking for applicants possessing teamwork skills.
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To Avoid Negative Outcomes…
Organizations must ask questions such as:
Will the use of teams diffuse important organizational capabilities?
How much infrastructure realignment will be required?
Will leaders embrace the team concept and change their styles to suit?
Can teams carry out tasks previously performed by individuals or functional units?
How difficult will it be to develop team problem-solving capabilities?
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Is it a Group or a Team?
A group is a collection of individuals who interact primarily to share information and to make decisions that enable each member to perform within his or her area of responsibility.
A team is a unit of interdependent individuals with complementary skills who are committed to a common purpose and set of performance goals and to common expectations for which they hold themselves accountable.
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Teams have a collective mentality that focuses on:
Shared mission,
Common objectives,
Sharing information, insights, and perspectives,
Making decisions that support each individual to do his/her own job, and
Reinforcing each other’s efforts.
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Groups
Performance is merely the summation of each group member’s individual contribution – There is no synergy.
Teams
The collective efforts of the members results in a level of performance greater than the sum of the individual parts – Teams create synergy.
Benefits of Using Teams
Teamwork is an understanding and commitment to a common goal on the part of all team members.
Teams offer synergistic benefits.
Members can help each other avoid major errors.
More opportunities for new ideas that advance innovation.
Members feel empowered and experience job satisfaction.
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Limitations of Using Teams
Members may face pressure to conform.
Social loafing is the conscious or unconscious tendency by some team members to shirk responsibilities by withholding effort towards team goals when they are not individually accountable for their work.
Groupthink is when members of a cohesive group tend to agree on a decision not on the basis of its merit but because they are less willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion.
Highly cohesive teams can lead to conflict.
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Discussion Question
Teams are often credited with making better decisions than individuals, yet they are also criticized for groupthink.
What are some strategies for creating effective teams that don’t fall victim to the groupthink phenomenon?
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Team-Member Exchange (TMX)
Leader-Member Exchange (LMX)
a team member’s social exchanges with peers in terms of the mutual exchange of ideas, support, camaraderie, and feedback.
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Leader
Member
Member
Member
What Is an Effective Team?
Team effectiveness is a construct consisting of three components:
Task performance – the degree to which the team’s output (product or service) meets the needs and expectations of those who use it;
Group process – the degree to which members interact or relate in ways that allow the team to work increasingly well together over time; and
Individual satisfaction – the degree to which the group experience, on balance, is more satisfying than frustrating to team members.
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What Is an Effective Team?
Innovative teams can rapidly respond to new problems and changes with creative solutions.
Team learning is the collective acquisition, combination, creation, and sharing of knowledge.
Efficient teams enable the organization to achieve its goals with fewer resources.
Quality is the team’s ability to produce output that meet or exceed customer expectations.
Satisfaction measures the team’s ability to achieve team goals and satisfy members’ personal needs.
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Characteristics of Highly Effective Teams
The team approach, while beneficial, also presents many challenges.
Failure to effectively address these challenges often results in dysfunctional teams.
Team norms are acceptable standards of behavior that are shared by team members.
Team cohesion is the extent to which team members band together and remain committed to achieving team goals.
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Characteristics of Highly Effective Teams
Exhibit 8.1
Exhibit 8.1
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Team Leadership
A team leader’s empowering or directive style of leadership impacts team performance.
The team leader’s role is critical.
Examples:
Chief motivator,
Coach and mentor,
Role model,
Culture enforcer,
Cheer leader, or
Resource person.
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Discussion Questions
Identify and describe any team you have been a member of, or know about otherwise, that has a strong norm of teamwork that all members support.
What role did the team leader play in making this possible?
What are some of the key indicators of team dysfunction?
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Organizational Culture and Team Creativity
Creativity feeds innovation.
Team creativity is the creation of something that is valuable, useful, and novel by individuals working together in a complex social system.
Top management plays a significant role in fostering a culture of learning and creativity.
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Discussion Question
Describe an organization whose culture, structure, and leadership philosophy clearly support creativity and innovation.
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Functional Team
A functional team is a group of employees belonging to the same functional department, such as marketing, R&D, production, human resources, or information systems, who have a common objective.
Over the years, the use of functional teams has been in decline.
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Cross-Functional Team
A cross-functional team is composed of members from different functional departments of an organization who are brought together to perform unique tasks to create new and non-routine products or services.
Creative potential is improved.
Coordination is improved.
Offers multiple sources of information.
Members learn new skills.
Creates positive synergy.
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Virtual Team
A virtual team is one whose members are geographically dispersed, requiring them to work together through electronic means with minimal face-to-face interaction.
Virtual teams are used in various ways.
Globalization and technological advances are driving the adoption of virtual teams.
Eliminate time and space barriers.
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Discussion Questions
What is the key to creating cross-functional teams in which team members put the good of the team ahead of functional self-interest?
How can virtual teams work well together from far apart?
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Self-Managed Team (SMT)
Self-managed teams (SMTs) are relatively autonomous teams whose members share or rotate leadership responsibilities and hold one another mutually responsible for a set of performance targets assigned by top management.
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Decision Making in Teams
The leader-centered decision-making model does not work well in team-oriented organizations.
Instead, the team-centered decision-making model is used.
Leaders must relinquish some of the decision-making responsibilities to team members if they want effective teams.
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Normative Leadership Model
Each of the five leadership styles from the Normative Leadership Model affect the follower’s level of participation in the decision.
Decide, consult individually, consult group, facilitate, and delegate.
Leaders using the ‘facilitate’ and ‘delegate’ styles allow greater team participation in decision-making.
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Team-Centered Decision-Making Model
The team-centered decision-making model is preferred when:
Relevant information and expertise are scattered among different people.
Participation is needed to obtain necessary commitment.
Concentrating power in a single individual hurts the team.
Unpopular decisions need to be made.
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Advantages and Disadvantages of Team-Centered Decision Making
Advantages
Improved decision quality.
Exposure to team decision making may improve the quality of individual decisions.
Shifts much of the decision making away from the leader.
Diffuses responsibility among several people.
Results in higher commitment from team members.
Disadvantages
Time consuming.
Can be self-serving.
Decision may be a poor compromise rather than an optimal solution.
Leaders may want to keep their decision-making power.
Team members may resist assuming more responsibility.
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Conducting Effective Team Meetings
When team-oriented, leaders spend a great deal of time conducting meetings.
The need for conducting effective team meetings is stronger than ever.
Common complaints:
There are too many meetings,
They are too long, and
They are unproductive.
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Planning Meetings
Plan for these five areas:
Objectives – before calling a meeting, clearly define the meeting’s purpose and set objectives.
Participants and Assignments – decide who should attend and assign any prep work.
Agenda – in order of priority.
Date, Time, and Place – get members’ input.
Leadership – choose appropriate leadership style.
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Conducting Meetings
The leader should use the high-task role at the first meeting.
Each meeting should cover the following:
Identifying objectives.
Begin on time; review progress and meeting objectives; if recorded, approve previous minutes .
Covering agenda items.
Cover in priority order; keep times approximate but flexible.
Summarizing and reviewing assignments.
End the meeting on time; summarize the meeting; review all assignments.
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When working in a group, do not embarrass, intimidate, or argue with any members, no matter how they provoke you.
Handling Problem Members
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Silent
Encourage participation.
Talker
Slow them down, don’t stop them.
Wanderer
Keep the group on track.
Do not argue.
Bored
Assign them a task.
Arguer
Self-Managed Teams
Many organizations are experimenting with an extension of the team concept called the self-managed team (SMT).
Proponents argue that shared control allows SMTs to perform better than conventional teams.
There are key differences between SMTs and traditional teams.
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How are SMTs Different from Conventional Teams?
Conventional teams leave decision making in the hands of the leader.
SMTs have a significant amount of decision making authority.
The leadership function differs.
SMTs share or rotate leadership responsibilities.
The nature of SMTs is one of team.
Rather than individual accountability.
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Differences between Conventional and Self-Managed Teams
Exhibit 8.3
Exhibit 8.3
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Benefits of Self-Managed Teams
Exhibit 8.4
Self-managed teams exhibit the same general advantages of teamwork but the benefits could increase when replacing conventional teams with SMTs.
Exhibit 8.4
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Top Management and SMT Success
A self-managed team champion is and advocate of the SMT concept whose responsibility is to help the team obtain necessary resources, gain political support from top management and other stakeholders of the organization, and defend it from enemy attacks.
Ensure organization-wide support and acceptance.
Have a champion.
Allow time for training.
Select SMT members carefully.
Provide specific goals and incentives.
Ensure the organization has the necessary resources.
Avoid overreacting at the first sign of crisis.
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The Changing Role of Leadership in SMTs
In distributed leadership, multiple leaders take complementary leadership roles in rotation within the same SMT, according to their area of expertise or interest.
The SMT facilitator is the external leader of a SMT, whose job is to create optimal working conditions so that team members take on responsibilities to work productively and solve complex problems on their own.
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SMT Facilitator: Team-Building Activities
Exhibit 8.5
Employing these team-building activities will generate greater identification with the team, especially as pride in the team’s accomplishments grows.
Exhibit 8.5
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Challenges of Implementing SMTs
Some managers see the SMT as a threat to their future.
The transition to SMTs has potential for frustration and problems, for everyone.
Due to the absence of a traditional leader, new behavioral expectations must be set.
Changing old managerial attitudes and mindsets is a major challenge.
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Discussion Question
What would you describe as some of the dos and don’ts of SMT leadership?
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Key Terms
cross-functional team
distributed leadership
functional team
group
groupthink
self-managed team champion
SMT facilitator
self-managed teams (SMTs)
social loafing
team
team cohesion
team creativity
team effectiveness
team learning
team-member exchange (TMX)
team norms
teamwork
virtual team
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