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Building and Leading Teams

Building and Leading Teams. "Coming together is a beginning. Keeping together is progress. Working together is success." Henry Ford. " Individual commitment to a group effort-that is what makes a team work, a company work, a society work, a civilization work."

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Building and Leading Teams

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  1. Building and Leading Teams

  2. "Coming together is a beginning. Keeping together is progress.Working together is success." Henry Ford

  3. "Individual commitment to a group effort-that is what makes a team work, a company work, a society work, a civilization work." • Vince Lombardi Team Player

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

  5. Top 10 Qualities Reliable Competent Responsible Effective Team Players Actively Listens Mission Oriented Team Player Respectful Flexible Communicative Unselfish Active Participant

  6. 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 Differences Between Groups and Teams

  7. 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

  8. 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

  9. Size • Smaller teams are more productive • Must be large enough for diverse skills • Allow members to feel like they are an intimate part of a community

  10. Diversity • Heterogeneous teams more effective • Is a source of creativity • Contributes to healthy conflict • May prevent groupthink

  11. 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

  12. Interdependence 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

  13. 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

  14. Two Types of Team Leadership Roles

  15. Determinants of Cohesiveness • Interaction – the amount of contact between team members • Shared mission and goals – agreement among team members leads to cohesion • Personal attraction – team members enjoy being together • Team success – favorable evaluation of the team’s work by outsiders

  16. Consequences of Team Cohesiveness • High morale • Increased performance • Creates social facilitation

  17. 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

  18. 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

  19. Differences Between Conventional, Virtual, and Global Teams

  20. 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)

  21. Are You A Team Player?

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