Catherine Owens
catherine3099
week_07.pptWeek 07 - Leading for Change
Leading Team
Objectives
After this session, you should be able to:
- Turn a group of individuals into a collaborative team that achieves high performance through shared mission and collective responsibility.
- Develop and apply the personal qualities of effective team leadership for traditional, virtual and global teams.
*
Objectives
- Understand and handle the stages of team development and design an
effective team in terms of size, diversity and levels of interdependence.
- Handle the conflicts that inevitably arise among members of a team.
What is a team?
- A team is a unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose.
- Teams are made up of two or more people.
- People in a team work together regularly.
What is a team?
- People in a team share a goal.
- The team concept implies a sense of shared mission and collective responsibility.
- A team achieves high levels of performance through shared leadership, purpose and responsibility.
- Teams are characterised by equality.
How a team develops
- Forming
- Storming
- Norming
- Performing
Team development
Traditional teams
- Functional team – is part of the traditional vertical hierarchy.
- Cross-functional team – made up of members from different functional departments within the organisation.
- Self-directed team – member rather than leader centred and directed.
Self-directed teams
- The team includes workers with varied skills and functions, and the combined skills are sufficient to perform a major organisational task, thereby eliminating barriers among departments and enabling excellent coordination.
Self-directed teams
- The team is given access to resources such as information, financial resources, equipment, machinery and supplies needed to perform the complete task.
- The team is empowered with decision-making authority, which means that members have the freedom to select new members, solve problems, spend money, monitor results and plan for the future.
Team characteristics
- Size
- Diversity
- Interdependence
Pooled interdependence
Sequential interdependence
Reciprocal interdependence
Team effectiveness
Can be defined as achieving four
performance outcomes:
- Innovation / adaptation
- Efficiency
- Quality
- Employee satisfaction
Team cohesiveness
- Team interaction
- Shared mission and goals
- Personal attraction to the team
- Positive effects on satisfaction and team morale
Two types of team
leader roles
Team leader role
- Recognise the importance of shared purpose and values.
- Admit your mistakes.
- Provide support and coaching to team members.
Virtual teams
- A virtual team is made up of geographically and organisationally dispersed members who share a common purpose and are linked primarily through advanced information and telecommunications technologies.
Leading a virtual team
- Select the right team members.
- Build trust by building connections.
- Agree on ground rules.
- Use technology effectively.
Global teams
- All guidelines for running other teams apply.
- Manage language and culture.
- Stretch minds and behaviour.
- Increase expected with global competition.
Conflict
- Refers to hostile or antagonistic interaction in which one party attempts to thwart the intentions or goals of another.
- Inevitable.
- Teams and individuals pursuing conflicting goals.
- Emerge when tasks are unclear.
Styles to handle conflict
- Competing style
- Avoiding style
- Compromising style
- Accommodating style
- Collaborating style
Team leader options
- Vision – compelling vision can pull people together.
- Bargaining / negotiating.
- Mediation.
- Facilitating communication.
Summary
- Teams in organisations
- Team types and characteristics
- Leading effective teams
- The leader’s new challenge: virtual and global teams
- Handling team conflict
Source:
The Leadership Experience: Asia Pacific Edition, 1st Edition
Richard L. Daft; Andrew Pirola-Merlo
Chapter 9 Leading teams
RMIT University©
School of Management
*
School of Management
