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7/29/2019 Session15 LD11 Team Ledership
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Leadership
Session 15Team Leadership
Northouse, 5th edition
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Team Leadership Perspective
Team Leadership Model
Leadership Decisions
Leadership Actions
Team Effectiveness
Principled Leadership
How does the Team Leadership Model Work?
Overview
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Historical Perspective of Team
Leadership 1920s-1980s20-30s 40s 50s 60-70s 80s
HumanRelationsmovement
Collaborative
efforts atwork
Groupdynamics
Socialscience
theory
T group
Leadersrole inT group
Organizationaldevelopment
Teamleader
effectiveness
Qualityteams
Benchmarking
Continuousimprovement
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Historical Perspective of TeamLeadership 1990s
90s
Groupdynamics
Socialsciencetheory
Team-based,technology
enabled
Globalperspective
Flatterorganizational
structure
Strategies forcompetitiveadvantage
Parker1990
Effectiveness researchThe use of teams has led to:
Greater productivity
More effective use ofresources
Better decisions & problemsolving
Better-quality products &services
Increased innovation &creativity
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Team Leadership Description
Team research(Ilgen, Hollenbeck Johnson & Jundt, 2005) Focus on team variables
Role of affective, behavioral & cognitive processes inteam success
Team performance & viability Role of mediating processes such as:
Trusting, bonding, planning, adapting, structuring & learning
Issues
Difficult to understand the team process because of itscomplexity
Leaderineffectivenessis major obstacle to overallteam effectiveness
Shared or distributed leadership (Day et al., 2004)
Perspective
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The Nature of Teams
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Percentage of Companies That DelegateResponsibility to Self-Managed Teams
Set work schedules 69%
Deal directly with external customers 59
Set performance targets 57Conduct training 55
Purchase equipment or services 47
Deal with vendors or suppliers 46
Prepare budgets 35Hire team members 29
Fire team members 21
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Team Leadership Model
Model provides leader or designated teammember with a mental road mapto help
Diagnose team problems, and Take appropriate action to correct team problems
Effective team performance begins with leadersmental modelof the situation
Mental modelreflects
Components of the problem
Environmental & organizational contingencies
Description
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Hills Model
for TeamLeadership
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Leadership Decision 1
Should I Monitor the Teamor Take Action?
Leaders can:
Diagnose, analyze, or forecast problems(monitoring) or take immediate action to solvea 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
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Leadership Decision 1
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Leadership Decision 2Should I Intervene to Meet
Task or Relational Needs?
Task Functions Maintenance Functions
-Getting job done -Developing positive climate
-Making decisions - Solving interpersonal
-Solving problems problems
-Adapting to change - Satisfying members-Making plans needs
-Achieving goals - Developing cohesion
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Leadership Decision 3Should I InterveneInternally or Externally?
Leader must:
Determine what level of team processneeds leadership attention:
Internal task or relational team dynamics, if:
Conflict between group members Team goals unclear
External environmental dynamics, if:
Organization not providing proper support to team
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Leadership ActionsLeadership Functions performed
internally or externally
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Internal Task Leadership Actions
Set of skills or actions leader might performto 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 (assessingteam and individual performance, confrontinginadequate performance)
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Internal Relational Leadership Actions
Set of actions leader needs to implement toimprove 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)
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External Environmental Leadership Actions
Set of skills or behaviors leader needsto implement to improve environmentalinterface with team: Advocating and representing team to environment
Negotiating upward to secure necessary resources, support, andrecognition for team
Networking and forming alliances in environment (gatherinformation, increase influence)
Buffering team members from environmental distractions
Assessing environmental indicators of teams effectiveness(surveys, evaluations, performance indicators)
Sharing relevant environmental information with team
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Team Effectiveness
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Team Effectiveness
Clear, Elevating Goal Clear so that one can tell if performance
objective has been met
Is motivating or involving so that members
believe it is worthwhile and important
Results-Driven Structure
Need to find the beststructure to achieve goals
Clear team member roles Good communication system
Methods to assess individual performance
An emphasis on fact-based judgments
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Competent Team Members Components Right number and mix of members
Members must be provided:
Sufficient information Education and training
Requisite technical skills
Interpersonal & teamwork skills
Team Factors Openness
Supportiveness
Action orientation
Positive personal style
Core Competencies Ability to do the job well
Problem solving ability
Team Effectiveness
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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
Leaders facilitate a collaborative climate by: Making communication safe
Demanding and rewarding collaborative behavior
Guiding the teams problem-solving efforts
Managing ones own control needs
Team Effectiveness
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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)
Team Effectiveness
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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
Team Effectiveness
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Team Effectiveness
Principled Leadership Influences team effectiveness through four sets
of processes (Zaccaro et al., 2001) Cognitive- Facilitates teams understanding of
problems confronting them
Motivational- Helps team become cohesive &capable by setting high performance standards &helping team to achieve them
Affective- Assists team in handling stressfulcircumstances by providing clear goals,assignments, & strategies
Integrative- Helps coordinate teams activitiesthrough matching member roles, clear performance
strategies, feedback, & adapting to environmentalchan es
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How Does the TeamLeadership Approach Work?
Focus of Team Leadership
Strengths
Criticisms Application
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Team Leadership
Model provides a cognitivemapto identify
group needs and offers suggestions onappropriate corrective actions
Model assists leader in making sense of the
complexityof groups and providessuggested actions to improve groupeffectiveness
Focus
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Strengths
Provides answersto what constitutesexcellent teams
Provides a cognitiveguidethat assists
leaders in designing and maintainingeffective teams
Recognizes the changingrole of leaders
and followers in organizations
Can be used as a toolin group leaderselection
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Criticisms
Complete model has not been totally supportedor tested
May not be practicalas the model is complexand doesnt provide easy answers for difficult
leader decisions
Fails to provide much guidancefor handlingeveryday interactions and complications of teammanagement
More focus required on how to teach andprovide skilldevelopmentin areas of diagnosisand action taking
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Application
Useful in leader
decision makingCan be used as a
team diagnostic tool
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Exercise 1
Whats the most
effective team
youve everbelonged to? What
made it so effective?
What tasks in the
team leadership
model would you begood at?
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Exercise 2:The Jeopardy Quiz
At the second level of leadership decisions, unclear
roles and responsibilities of some group members is
an example of this kind of problem.
Influencing the team through four sets of processes
cognitive, motivational, affective and coordinating
belongs to this part of the team effectiveness level
Performance and development are two critical factors
of this step of the model.
This part of team effectiveness emphasizes the group
norms that are important for group functioning.
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Exercise 2:The Jeopardy Quiz
Influencing the team through four sets of processes
cognitive, motivational, affective and coordinating
belongs to this part of the team effectiveness level.
At the second level of leadership decisions, infighting
for control and power is an example of this kind of
problem.
He developed the model of team leadership.
It is the first leadership decision.
Collaborating is an example of this kind of leadership
action.