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Team Leadership

Chapter 14

Northouse, Leadership 8e. © SAGE Publications, 2019.

Overview

Team Leadership Perspective

Team Leadership Model

Team Effectiveness

Leadership Decisions

Leadership Actions

How Does the Team Leadership Model Work?

Northouse, Leadership 8e. © SAGE Publications, 2019.

Descriptions and Perspectives

Team = Group of organizational members who are interdependent, share common goals, and coordinate activities to accomplish those goals

Can meet face-to-face or be virtual

Team-based and technology-enabled can use best talent, facilitate collaboration, and reduce travel costs

But virtual teams are also challenged by separations of time, distance, and culture

Decisions and scheduling may take more time

Northouse, Leadership 8e. © SAGE Publications, 2019.

Outcomes of Effective Teams

Greater productivity

More effective use of resources

Better decisions and problem-solving

Better-quality products and services

Greater innovation and creativity (Parker, 1990)

Northouse, Leadership 8e. © SAGE Publications, 2019.

Descriptions and Perspectives

Organizational culture needs to support employee involvement

Heterarchy: fluid power shifting in teams

Team leadership is process oriented

How do teams develop critical capabilities?

How do team leaders adjust to contingencies as they arise?

How do leader actions promote task and interpersonal development?

Shared or Distributed Leadership

When members of the team take on leadership behaviors to influence the team and maximize team effectiveness

Shared team leadership improves effectiveness of virtual teams

Northouse, Leadership 8e. © SAGE Publications, 2019.

Team Leadership Model

Model provides leader or designated team member with a mental model to help

Diagnose team problems, and

Take appropriate action to correct team problems

Effective team performance begins with leader’s mental model of the situation

Mental model reflects

Components of the problem

Environmental and organizational contingencies

Northouse, Leadership 8e. © SAGE Publications, 2019.

Team Effectiveness

Northouse, Leadership 8e. © SAGE Publications, 2019.

Table 14.1: Comparison of Theory and Research Criteria of Team Effectiveness

Team Effectiveness

Clear, Elevating Goal

Clear so that one can tell whether performance objective has been met

Motivating or involving so that members believe it is worthwhile and important

Results-Driven Structure

Need to find the best structure to achieve goals

Clear team member roles

Good communication system

Methods to assess individual performance

An emphasis on fact-based judgments

Northouse, Leadership 8e. © SAGE Publications, 2019.

Team Effectiveness

Core Competencies

Ability to do the job well

Problem-solving ability

Northouse, Leadership 8e. © SAGE Publications, 2019.

Team Effectiveness

Competent Team Members

Components

Right number and mix of members

Members must be provided

Sufficient information

Education and training

Requisite technical skills

Interpersonal and teamwork skills

Team Factors

Openness

Supportiveness

Action orientation

Positive personal style

Northouse, Leadership 8e. © SAGE Publications, 2019.

Team Effectiveness

Unified Commitment

Teams need a carefully designed and developed sense of unity or identification (team spirit)

Collaborative Climate

Trust based on openness, honesty, consistency, and respect

Integration of individual actions

Teams contribute to collective success by

Coordinating individual contributions

Team leaders making communication safe

Team leaders demanding and rewarding collaborative behavior

Team leaders guiding the team’s problem-solving efforts

Team leaders managing their own control needs

Northouse, Leadership 8e. © SAGE Publications, 2019.

Team Effectiveness

Standards of Excellence

Regulated Performance

Facilitates task completion and coordinated action

Stimulates a positive pressure for members to perform at highest levels

How Accomplished

Requiring results (clear expectations)

Reviewing results (feedback/resolve issues)

Rewarding results (acknowledge superior performance)

Northouse, Leadership 8e. © SAGE Publications, 2019.

Team Effectiveness

External Support and Recognition

Regulated Performance

Teams supported by external resources are

Given the material resources needed to do their jobs

Recognized for team accomplishments

Rewarded by tying those rewards to team members’ performance, not individual achievement

Northouse, Leadership 8e. © SAGE Publications, 2019.

Team Effectiveness

Principled Leadership influences team effectiveness through four sets of processes (Zaccaro et al., 2001)

Cognitive--Facilitates team’s understanding of problems confronting them

Motivational--Helps team become cohesive and capable by setting high performance standards and helping team to achieve them

Affective--Assists team in handling stressful circumstances by providing clear goals, assignments, and strategies

Integrative--Helps coordinate team’s activities through matching member roles, clear performance strategies, feedback, and adapting to environmental changes

Northouse, Leadership 8e. © SAGE Publications, 2019.

Leadership Decision 1 Should I Monitor the Team or Take Action?

Leaders can

Diagnose, analyze, or forecast problems (monitoring) or take immediate action to solve a problem

Focus on problems within the group (internal) or which problems need intervention

Make choices about which solutions are the most appropriate

Effective leaders have the ability to determine what interventions are needed, if any, to solve team problems

All members of the team can engage in monitoring

Leaders differ in timing of taking action

Northouse, Leadership 8e. © SAGE Publications, 2019.

Leadership Decisions

Northouse, Leadership 8e. © SAGE Publications, 2019.

Figure 14.2: McGrath’s Critical Leadership Functions

Leadership Decision 2 Should I Intervene to Meet Task or Relational Needs?

Task

Getting job done

Making decisions

Solving problems

Adapting to change

Making plans

Achieving goals

Even more challenging in virtual teams

Maintenance Functions

Developing positive climate

Solving interpersonal problems

Satisfying members’ needs

Developing cohesion

Northouse, Leadership 8e. © SAGE Publications, 2019.

Leadership Decision 2 Should I Intervene to Meet Task or Relational Needs?

Special challenges of virtual teams

Leaders should begin with face-to-face meetings to facilitate trust

Hold regular, organized team meetings

Not be too task focused

Work to develop relationships among team members

Know which technologies are best suited for which task

Northouse, Leadership 8e. © SAGE Publications, 2019.

Leadership Decision 3 Should I Intervene Internally or Externally?

Leader must

Determine what level of team process needs leadership attention:

Use internal task or relational team dynamics, if

Conflict between group members

Team goals unclear

Use external environmental dynamics, if

Organization not providing proper support to team

Northouse, Leadership 8e. © SAGE Publications, 2019.

Leadership Actions

Leadership Functions--performed internally or externally

Task

Goal focusing

Structuring for results

Facilitating decision making

Training

Maintaining standards

Relational

Coaching

Collaborating

Managing conflict

Building commitment

Satisfying needs

Modeling principles

Environmental

Networking

Advocating

Negotiating support

Buffering

Assessing

Sharing information

Internal Leadership Actions

External Leadership Actions

Internal Task Leadership Actions

Set of skills or actions leader might perform to improve task performance:

Goal focusing (clarifying, gaining agreement)

Structuring for results (planning, visioning, organizing, clarifying roles, delegating)

Facilitating decision making (informing, controlling, coordinating, mediating, synthesizing, issue focusing)

Training team members in task skills (educating, developing)

Maintaining standards of excellence (assessing team and individual performance, confronting inadequate performance)

Internal Relational Leadership Actions

Set of actions leader needs to implement to improve team relationships:

Coaching team members in interpersonal skills

Collaborating (including, involving)

Managing conflict and power issues (avoiding confrontation, questioning ideas)

Building commitment and esprit de corps (being optimistic, innovating, envisioning, socializing, rewarding, recognizing)

Satisfying individual member needs (trusting, supporting, advocating)

Modeling ethical and principled practices (fair, consistent, normative)

External Environmental Leadership Actions

Set of skills or behaviors leader needs to implement to improve environmental interface with team:

Networking and forming alliances in environment (gather information, increase influence)

Advocating and representing team to environment

Negotiating upward to secure necessary resources, support, and recognition for team

Buffering team members from environmental distractions

Assessing environmental indicators of team’s effectiveness (surveys, evaluations, performance indicators)

Sharing relevant environmental information with team

How Does the Team Leadership Approach Work?

Focus of team leadership

Strengths

Criticisms

Application

Team Leadership

Model provides a cognitive map to identify group needs and offers suggestions on appropriate corrective actions.

Model assists leader in making sense of the complexity of groups and provides suggested actions to improve group effectiveness.

Strengths

Focus on real-life organizational group work; model is useful for teaching

Provides a cognitive guide that assists leaders in designing and maintaining effective teams

Recognizes the changing role of leaders and followers in organizations

Can be used as a tool in group leader selection

Criticisms

Model is incomplete. Additional skills might be needed

May not be practical as the model is complex and doesn’t provide easy answers for difficult leader decisions

Fails to consider teams that have distributed leadership, where team members have a range of skills, and where roles may change

More focus required on how to teach and provide skill development in areas of diagnosis and action taking

Application

Useful in leader decision-making

Can be used as a team diagnostic tool