session15 ld11 team ledership

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.

session15 ld11 team ledership

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