developing team leadership
TRANSCRIPT
CHAPTER - 9CHAPTER - 9
DEVELOPING TEAM WORKDEVELOPING TEAM WORK
LEADERSHIPLEADERSHIP
The process of influencing people while operating to meet organizational requirements and improving the organization through change.
LEARNING OBJECTIVESLEARNING OBJECTIVES
Difference Between Solo and Team Leadership Advantages and disadvantages of working in a
group Leader’s role in team based organization Leader’s behaviors and attitudes to foster team
work Potential contribution of outdoor training Leader-Member exchange model contribution in
understanding of team work
DEVELOPING TEAM WORKDEVELOPING TEAM WORK
Team Leadership:
Chooses to limit role Builds on diversity Seeks talent Develops colleagues Creates mission
Team Leadership Vs Solo Leadership:Team Leadership Vs Solo Leadership:
Plays unlimited rolePlays unlimited role
Strives for conformityStrives for conformity
Collects acolytesCollects acolytes
Directs subordinatesDirects subordinates
Projects objectivesProjects objectives
Solo Leadership:Solo Leadership:
Team
• Common commitment• Accomplishes many collective works• Shared leadership role• Individual and mutual accountability• Produces collective work product• Leader encourages open ended
discussions and active problem solving
• Team discusses, decide and do real work together
Group
•Commitment not strong
•Works slightly independently
•Strong leader
•Individual accountability
•Produce individual work product
•Group leader runs efficient meetings
•Group discusses decide and delegate
Coaching team member and group member Coaching team member and group member towards higher level of performancetowards higher level of performance
The leader must be able to coach his team members towards high levels of performance and for that he can use different approaches. For a leader to be a good coach he has to have the following characteristics:
Pick your time and space Build rapport Build trust Provide challenge Use action based language Build positive expectations Cultivate Motivate with encouragement
ADVANTAGES OF TEAM / ADVANTAGES OF TEAM / GROUP WORKGROUP WORK
Collective wisdom Achieve synergy – Group’s total output exceeds
sum of individual outputs. Avoid major errors Contribute to improvement and innovation Self management responsibilities Job satisfaction Auxiliary : Affiliation, Security, Self Esteem,
Self Fulfillment
DISADVANTAGES OF TEAM DISADVANTAGES OF TEAM / GROUP WORK/ GROUP WORK
Pressures to conform to group standards of performance and conduct
Social loafing. Shrinking social responsibility in in group setting
Conflict on the job Group think. Deterioration of mental efficiency, reality testing,
moral judgment in the interest of group solidarity
Unstable arrangement
THE LEADERS ROLE IN A TEAM THE LEADERS ROLE IN A TEAM BASED ORGANIZATIONBASED ORGANIZATION
The role of a team leader is not to boss people around but to help them instead and if you do not like some of their ideas just politely say i don't think that that idea will work maybe we could go for a different approach. The role of a leader is also to take charge of things. But don't be bossy.
Key roles of leader will beKey roles of leader will be
Building trust and inspiring teamworkCoaching and Inspiring members towards higher level
of performanceFacilitating and supporting the decisions by the teamExpanding the teams capabilitiesCreating team identityAnticipating and influencing changeEnabling and empowering members to accomplishEncourage to eliminate low value work
Building trust and inspiring TeamworkBuilding trust and inspiring Teamwork
In order to inspire teamwork the leader has to show a positive attitude. Upstanding, hardworking people will gravitate to those with good attitude, and positivity breeds positivity. Eventually more and more people will model the behavior until most people are working very well together as a team.
Example:
As an example we can take the recent emergence of the Indian cricket team as one of the Top teams in the world and their captain Mahinder Singh Dhoni has played a key role in that. With his positivity he gets the best out of his players on the field.
TO BUILD YOUR TO BUILD YOUR ORGANIZATION LIKE A ORGANIZATION LIKE A
WINNING TEAMWINNING TEAM
Develop pride in group membership Convince them they are the best Give recognition Encourage organizational mottos, names, symbols Establish your group’s worth Focus on common purpose Encourage your organization to participate in
activities together outside work
LEADERS BEHAVIORS AND LEADERS BEHAVIORS AND ATTITUDES THAT FOSTER ATTITUDES THAT FOSTER
TEAM WORKTEAM WORK Defining team’s mission Developing norms of team work Emphasizing pride in being outstanding
Serving as a model of team work Using a consensus leadership style Designing physical structures that facilitate
communication Establish urgency, demanding performance
standards and providing directions
Emphasizing group recognition and rewards Challenging the group regularly with fresh facts
and information Encouraging competition with another group Encouraging use of jargon Initiating ritual and ceremony Soliciting feed back on team effectiveness Minimize micro management Open-book management/team book development
Developing Teamwork Norms
Strategy Cooperation Theory Communication and normative statements
Defining Mission
The Mission Statement for the group helps answer the questionWhy are we doing this ?Specific goal, purpose and philosophical tone
Pride in Being Outstanding
Why are we doing this ?
Specific goal, purpose and philosophical tone
Holding a Powwow
Informal approach, ground work cooperation Opportunity to be heard Parts: Skill inventory, Interest inventory, and Data dump
As a Model of Teamwork
Leader’s self disclosure Shared perceptions and concerns
Consensus Leadership Style
Group harmony Belief in shared governance and partnership
Physical Structure that Facilitate Communication
Frequent interaction Shared physical facility
Establishing Urgency, Demanding Performance, Providing Direction
Explicit expectations
Group Recognition / Reward Recognition promote identity Team compensation
Challenging Group Regularly Feeding The Team With Valid Facts & Information
Encouraging Competition Support against threat
Encouraging Use of Jargon Symbolic and ritualistic framework In group jargons
Initiating Ritual and Ceremony Opportunity for reinforcing values Team Dinners
Soliciting Feedback on Team Effectiveness Systematically collect feedback
Minimizing Micromanagement Close monitoring of most aspects Members manage own activities
OUT DOOR TRAINING AND OUT DOOR TRAINING AND TEAM DEVELOPMENTTEAM DEVELOPMENT
•Popular experimental approach to building teamwork and leadership skills is outdoor training
•Learning by doing
•Confronting challenges and exceeding self imposed limitations
•Encourage sports together
LEADER – MEMBER LEADER – MEMBER EXCHANGE MODELEXCHANGE MODEL
Also called Vertical Dyad Linkage Model Developed by George Graen Explains why one sub group in a unit is part of a
cohesive team and another subgroup is excluded Leader develop unique working relationship
– In group : Smoothly functioned team– Out Group: Lesser team work
LEADER
Group Member
1
Group Member
2
Group Member
3
Group Member
4
Group Member
5
Group Member
6
OUT GROUP(POOR / NEUTRAL TEAM WORK)
IN GROUP(GOOD TEAM WORK)
The nature of differences in leader-member relationships is
the “negotiating latitude” that the leader allows the member
Negotiating latitude is based on
– the leader’s willingness to allow changes in the
member’s job
– regardless of the leader’s formal authority, his or her
inclination to use position power to help the member
solve work-related problems
The negotiating latitude of the member is positively related
to the member’s satisfaction with the leader