Chapter 12 - Team Leadership

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Information about Chapter 12 - Team Leadership
Education

Published on October 31, 2008

Author: dpd

Source: slideshare.net

Team Leadership

Learning Outcomes Describe the major differences between groups and teams. Explain the group performance model. List and explain the three dimensions of group types. Define the three major roles played in groups. State the differences between rules and norms. Describe cohesiveness, and explain why it is important to teams. List the four major stages of group development, and describe the appropriate leadership style usually associated with each. Explain the difference between a group manager and a team leader After studying this chapter, you should be able to:

Describe the major differences between groups and teams.

Explain the group performance model.

List and explain the three dimensions of group types.

Define the three major roles played in groups.

State the differences between rules and norms.

Describe cohesiveness, and explain why it is important to teams.

List the four major stages of group development, and describe the appropriate leadership style usually associated with each.

Explain the difference between a group manager and a team leader

Learning Outcomes (cont’d) Discuss the three parts of meetings. Define the key terms listed at the end of the chapter. After studying this chapter, you should be able to:

Discuss the three parts of meetings.

Define the key terms listed at the end of the chapter.

IDEAS ON MANAGEMENT at W.L. Gore & Associates How does W. L. Gore & Associates benefit from the use of groups and teams? How does W. L. Gore’s group structure facilitate teamwork? How is group process managed at W. L. Gore? What programs are in place at W. L. Gore to foster group development? How does W. L. Gore ensure productive meetings?

How does W. L. Gore & Associates benefit from the use of groups and teams?

How does W. L. Gore’s group structure facilitate teamwork?

How is group process managed at W. L. Gore?

What programs are in place at W. L. Gore to foster group development?

How does W. L. Gore ensure productive meetings?

Groups and Teams Group Two or more members with a clear leader who perform independent jobs with individual accountability, evaluation, and rewards. Team A small number of members with shared leadership who perform interdependent jobs with both individual and group accountability, evaluation, and rewards.

Group

Two or more members with a clear leader who perform independent jobs with individual accountability, evaluation, and rewards.

Team

A small number of members with shared leadership who perform interdependent jobs with both individual and group accountability, evaluation, and rewards.

Exhibit 12 – 1 ● Groups versus Teams

 

Join the Discussion Ethics & Social Responsibility Team Players Is it necessary to be a team player to be a successful employee at JetBlue? Is it ethical and socially responsible of JetBlue to reject job candidates because they are considered not to be team players?

Team Players

Is it necessary to be a team player to be a successful employee at JetBlue?

Is it ethical and socially responsible of JetBlue to reject job candidates because they are considered not to be team players?

Exhibit 12 –2 ● Group Performance Model

Group Types Formal Groups Created by an organization as part of its formal structure. Informal Groups Created spontaneously; not part of the formal structure of the organization. Functional Groups Contain members from a limited organizational area. Cross-Functional Groups Contain members from different organizational areas and/or levels.

Formal Groups

Created by an organization as part of its formal structure.

Informal Groups

Created spontaneously; not part of the formal structure of the organization.

Functional Groups

Contain members from a limited organizational area.

Cross-Functional Groups

Contain members from different organizational areas and/or levels.

Exhibit 12 –3 ● Functional and Cross-Functional Groups

Group Types (cont’d) Command Groups Consist of managers and the employees they supervise. Task Groups Consist of employees selected to work on a specific objective. Task force A temporary group formed for a specific purpose. Standing committee A permanent group that works on continuing organizational issues. Global Virtual Team Team members are located in different places but work together as a team using telecommunications technologies.

Command Groups

Consist of managers and the employees they supervise.

Task Groups

Consist of employees selected to work on a specific objective.

Task force

A temporary group formed for a specific purpose.

Standing committee

A permanent group that works on continuing organizational issues.

Global Virtual Team

Team members are located in different places but work together as a team using telecommunications technologies.

Group Size, Structure, Composition, and Leadership Leadership and Structure Group Composition Number in Group Leadership and Objectives Teams Groups versus Groups tend to be larger than teams. Teams tend to have few members. Groups are more formal and tend toward autocratic leadership. Teams are informal and tend to have participative leadership. Members should be diverse and have complementary skills. Diverse teams tend to outperform homogeneous groups. Groups have broadly-defined (organizational) objectives. Teams develop their own objectives.

Exhibit 12 –4 ● Dimensions of Group Structure

Group Process Group Process The patterns of interactions that emerge as members perform their jobs. Group Process Dimensions Include roles, norms, cohesiveness, status, decision making, and conflict resolution.

Group Process

The patterns of interactions that emerge as members perform their jobs.

Group Process Dimensions

Include roles, norms, cohesiveness, status, decision making, and conflict resolution.

Group Process (cont’d) Group Roles Task roles Members who do and say things that directly aid in the accomplishment of the group’s objectives. Maintenance roles Members who do and say things to develop and sustain the group process. Self-interest roles Members who do and say things to hurt the group and help themselves.

Group Roles

Task roles

Members who do and say things that directly aid in the accomplishment of the group’s objectives.

Maintenance roles

Members who do and say things to develop and sustain the group process.

Self-interest roles

Members who do and say things to hurt the group and help themselves.

 

Group Process (cont’d) Group Norms The group’s shared expectations of its members’ behavior. Norms develop spontaneously through the interactions of group members. Compliance with norms is enforced by the group. Leaders should work toward maintaining and developing positive norms.

Group Norms

The group’s shared expectations of its members’ behavior.

Norms develop spontaneously through the interactions of group members.

Compliance with norms is enforced by the group.

Leaders should work toward maintaining and developing positive norms.

Join the Discussion Ethics & Social Responsibility Norms Should employees be able to “do their own thing” without group enforcement of norms? Is it ethical and socially responsible for groups to develop and enforce norms? If yes, what type of ethical standards should a group have?

Norms

Should employees be able to “do their own thing” without group enforcement of norms?

Is it ethical and socially responsible for groups to develop and enforce norms? If yes, what type of ethical standards should a group have?

Group Process (cont’d) Group Cohesiveness The extent to which members stick together. Factors positively influencing cohesiveness: Agreement with and commitment to objectives Small size Homogeneity among group members Equal level of member participation Focus on external competition A successful group

Group Cohesiveness

The extent to which members stick together.

Factors positively influencing cohesiveness:

Agreement with and commitment to objectives

Small size

Homogeneity among group members

Equal level of member participation

Focus on external competition

A successful group

Group Process (cont’d) Status within the Group Status is the perceived ranking of one member relative to other members in the group. Based on performance, job title, wage or salary, seniority, knowledge or expertise, interpersonal skills, appearance, education, race, age, sex, etc. High status members have a strong influence on the group and its performance.

Status within the Group

Status is the perceived ranking of one member relative to other members in the group.

Based on performance, job title, wage or salary, seniority, knowledge or expertise, interpersonal skills, appearance, education, race, age, sex, etc.

High status members have a strong influence on the group and its performance.

 

Exhibit 12 –5 ● Dimensions of the Group Process

Stages of Group Development and Styles of Leadership 1. Orientation Autocratic leadership 2. Dissatisfaction Consultative leadership 3. Resolution Participative leadership 4. Production Empowering leadership 5. Termination

Exhibit 12 –6 ● Stages of Group Development and Leadership Styles

Developing Groups into Teams Training Train the group in group process skills. The Management Functions Planning Empower members to set objectives, develop plans, and make decisions. Organizing and staffing Have members participate in selecting, evaluating, and rewarding members. Leading Develop team leaders who can change leadership styles as the group develops. Controlling Have members monitor progress, take corrective action, and perform quality control.

Training

Train the group in group process skills.

The Management Functions

Planning

Empower members to set objectives, develop plans, and make decisions.

Organizing and staffing

Have members participate in selecting, evaluating, and rewarding members.

Leading

Develop team leaders who can change leadership styles as the group develops.

Controlling

Have members monitor progress, take corrective action, and perform quality control.

Leadership Skills for Meetings Planning Meetings Set objectives. Select participants and make assignments. Prepare the agenda. Set the time and place for the meeting. Determine who will lead the meeting. Prepare to use technology. Conducting Meetings The three parts of meetings Identify objectives. Cover agenda items. Summarize and review assignments.

Planning Meetings

Set objectives.

Select participants and make assignments.

Prepare the agenda.

Set the time and place for the meeting.

Determine who will lead the meeting.

Prepare to use technology.

Conducting Meetings

The three parts of meetings

Identify objectives.

Cover agenda items.

Summarize and review assignments.

Exhibit 12 –7 ● Meeting Plan

Leadership Skills for Meetings (cont’d) Handling Problem Members Silent type Talker Wanderer Bored member Arguer

Handling Problem Members

Silent type

Talker

Wanderer

Bored member

Arguer

 

KEY TERMS group team group performance model group structure dimensions group types command groups task groups global virtual teams group composition group process group process dimensions group roles norms group cohesiveness status stages of group development team leaders

group

team

group performance model

group structure dimensions

group types

command groups

task groups

global virtual teams

group composition

group process

group process dimensions

group roles

norms

group cohesiveness

status

stages of group development

team leaders

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