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Chapter 10

Chapter 10. Leading Teams. Chapter Objectives. Turn a group of individuals into a collaborative team that achieves high performance through shared mission and collective responsibility.

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Chapter 10

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  1. Chapter 10 Leading Teams

  2. Chapter Objectives • Turn a group of individuals into a collaborative team that achieves high performance through shared mission and collective responsibility. • Develop and apply the personal qualities of effective team leadership for traditional, virtual, and global teams. • Understand and handle the stages of team development, and design an effective team in terms of size, diversity, and levels of interdependence. • Handle conflicts that inevitably arise among members of a team.

  3. Team A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose

  4. Group Has a designated, strong leader Individual accountability Identical purpose for group and organization Performance goals set by others Works within organizational boundaries Individual work products Organized meetings; delegation Team Shares or rotates leadership roles Mutual/ind. accountability Specific team vision or purpose Performance goals set by team Not inhibited by organizational boundaries Collective work products Mutual feedback, open-ended discussion, active problem-solving Ex. 10.1 Differences Between Groups and Teams

  5. Ex. 10.2 Stages of Team Development Forming: Orientation, break the ice Leader: Facilitate social interchanges Storming: Conflict, disagreement Leader: Encourage participation, surface differences Norming: Establishment of order and cohesion Leader: help clarify team roles, norms, values Performing: Cooperation, problem solving Leader: Facilitate task accomplishment

  6. Ex. 10.3 Evolution of Teams and Team Leadership • Cross-Functional Team • Coordinates across organization boundaries for change projects • Leader gives up some power • Special purpose team, problem-solving team • Self-Directed Team • Autonomous, defines own boundaries • Member-centered • Self-managed team • Functional Team • Grouping individuals by activity • Leader centered • Vertical or command team Need for traditional leadership Need for team leadership

  7. Interdependence Interdependence • The extent to which team members depend on each other for information, resources, or ideas to accomplish their tasks Pooled Interdependence • The lowest form of team interdependence; members are relatively independent of one another in completing their work

  8. Interdependence (contd.) Sequential Interdependence • Serial form of interdependence in which the output of one team member becomes the input to another team member Reciprocal Interdependence • Highest form of interdependence; members influence and affect one another in reciprocal fashion

  9. Leading Effective Teams Team effectiveness: the extent to which a team achieves four performance outcomes: innovation/adaptation, efficiency, quality, and employee satisfaction Team cohesiveness: the extent to which members stick together and remain united in the pursuit of a common goal

  10. Team Leadership Roles Task-Specialist Role • Team leadership role associated with initiating new ideas, evaluating the team’s effectiveness, seeking to clarify tasks and responsibilities, summarizing facts and ideas for others, and stimulating others to action Socio-Emotional Role • Team leadership role associated with facilitating others’ participation, smoothing conflicts, showing concern for team members’ needs and feelings, serving as a role model, and reminding others of standards for team interaction

  11. Ex. 10.4 Two Types of Team Leadership Roles

  12. Virtual Team A team made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies

  13. Ex. 10.5 Differences Between Conventional, Virtual, and Global Teams

  14. Global Teams Teams made up of culturally diverse members who live and work in different countries and coordinate some part of their activities on a global basis

  15. Ex. 10.6 A Model of Styles to Handle Conflict . . Assertive Competing Collaborating . Assertiveness Compromising (Attempting to satisfy one’s own concerns) . . Avoiding Accommodating Unassertive Uncooperative Cooperative Cooperativeness (Attempting to satisfy the other party’s concerns)

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