adm 612 - leadership lecture 11 – team leadership

ADM 612 - LeadershipADM 612 - Leadership

Lecture 11 – Team Leadership

IntroductionIntroduction

• Leadership in organizational groups or teams has become one of the most popular and rapidly growing areas in leadership research.

• Teams are organizational groups composed of members who are interdependent, share common goals, and who must coordinate their activities to accomplish these goals.

• Leadership in organizational groups or teams has become one of the most popular and rapidly growing areas in leadership research.

• Teams are organizational groups composed of members who are interdependent, share common goals, and who must coordinate their activities to accomplish these goals.

IntroductionIntroduction

• 1920s and 1930s – Human relations theory on collaborative work.

• 1940s – Group dynamics and social science theory.

• 1950s – Sensitivity training, t-groups, and leadership.

• 1920s and 1930s – Human relations theory on collaborative work.

• 1940s – Group dynamics and social science theory.

• 1950s – Sensitivity training, t-groups, and leadership.

IntroductionIntroduction

• 1960s and 1970s – Organizational development; developing team and leadership effectiveness through interventions in ongoing work teams.

• 1980s – Quality teams, benchmarking, continuous improvement.

• 1990s – Quality teams, global perspective to maintain a competitive advantage.

• 1960s and 1970s – Organizational development; developing team and leadership effectiveness through interventions in ongoing work teams.

• 1980s – Quality teams, benchmarking, continuous improvement.

• 1990s – Quality teams, global perspective to maintain a competitive advantage.

IntroductionIntroduction

• Team leadership process is very complex and presents a significant challenge to researchers.

• Effective team leadership may be the primary ingredient in team success.

• Team leadership process is very complex and presents a significant challenge to researchers.

• Effective team leadership may be the primary ingredient in team success.

Functional Model of Team Leadership

Functional Model of Team Leadership

• Two critical functions of leadership:

– Task function (team performance).

– Maintenance function (team development).

• What functions does a leader have to perform to help a group be more effective?

• Two critical functions of leadership:

– Task function (team performance).

– Maintenance function (team development).

• What functions does a leader have to perform to help a group be more effective?

Dimensions of Leadership on TeamsDimensions of Leadership on Teams

• Leader as the “medium”: the one who processes and acts on information.

• The ability to monitor the situation and the ability to take action are both necessary to effective leadership.

• Leader as the “medium”: the one who processes and acts on information.

• The ability to monitor the situation and the ability to take action are both necessary to effective leadership.

Dimensions of Leadership on TeamsDimensions of Leadership on Teams

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

– The components of the problem.– Environmental and organizational contingencies.

• Behavioral flexibility and a wide repertoire of actions or skills to meet the diverse needs of the team.

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

– The components of the problem.– Environmental and organizational contingencies.

• Behavioral flexibility and a wide repertoire of actions or skills to meet the diverse needs of the team.

Dimensions of Leadership: Monitoring

Dimensions of Leadership: Monitoring

• Monitor internal and external environments of team.

• Gather information, reduce equivocality, provide structure, and overcome barriers.

• Information search (current state of team functioning) and structuring (analysis and interpretation to decide how to act).

• Monitor internal and external environments of team.

• Gather information, reduce equivocality, provide structure, and overcome barriers.

• Information search (current state of team functioning) and structuring (analysis and interpretation to decide how to act).

Dimensions of Leadership: Action Taking

Dimensions of Leadership: Action Taking

• Skills of action mediation.– Ability to facilitate decision-making and

task accomplishment (task/team performance.

– Ability to manage interpersonal relations (maintenance/team development).

• Skills of action mediation.– Ability to facilitate decision-making and

task accomplishment (task/team performance.

– Ability to manage interpersonal relations (maintenance/team development).

Characteristics of Effective TeamsCharacteristics of Effective Teams

Team Leadership

Model

Team Leadership

Model

How Does the Team Leadership Model Work?

How Does the Team Leadership Model Work?

• Model assesses current state of team and specific actions to improve team performance.

• Leadership as a team oversight function to improve performance.

• Points the way for constant team analysis and improvement.

• Model assesses current state of team and specific actions to improve team performance.

• Leadership as a team oversight function to improve performance.

• Points the way for constant team analysis and improvement.

StrengthsStrengths

• Focuses on real-life organizational work group and the necessary leadership needed therein.

• Cognitive guide to help leaders design and maintain effective teams, especially if performance is below standards.

• Focuses on real-life organizational work group and the necessary leadership needed therein.

• Cognitive guide to help leaders design and maintain effective teams, especially if performance is below standards.

StrengthsStrengths

• Takes into account the changing role of leaders and followers in an organization.

• Helps in selecting team leaders.

• Takes into account the changing role of leaders and followers in an organization.

• Helps in selecting team leaders.

CriticismsCriticisms

• Entire model not fully tested or supported.• Model is complex and does not provide

easy answers to difficult questions.• Identifies new and creative directions for

leadership training, but directions are vague, complex, and overwhelming.

• Entire model not fully tested or supported.• Model is complex and does not provide

easy answers to difficult questions.• Identifies new and creative directions for

leadership training, but directions are vague, complex, and overwhelming.

ApplicationApplication

• Helps leaders to make decisions.

• Should I monitor or should I act?

• Internal or external action?

• What is the appropriate skill to apply?

• Helps leaders to make decisions.

• Should I monitor or should I act?

• Internal or external action?

• What is the appropriate skill to apply?