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Correcting Deficiencies II

Correcting Deficiencies II . APAMSA Leadership Development Module . Correcting Deficiencies II. Task-Oriented Behaviors . Group effectiveness is influenced by: Task commitment Ability and role clarity Work organization Cooperation and trust Resources and support External connections.

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Correcting Deficiencies II

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  1. Correcting Deficiencies II APAMSA Leadership Development Module

  2. Correcting Deficiencies II Task-Oriented Behaviors • Group effectiveness is influenced by: • Task commitment • Ability and role clarity • Work organization • Cooperation and trust • Resources and support • External connections Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 233)

  3. Task-Oriented Behaviors Leadership Challenge (17) • Correcting Deficiencies II • A serious deficiency in one category may hamper group effectiveness despite advances in other categories • Identify one deficiency that limits team performance and briefly describe what was done to correct it

  4. Correcting Deficiencies II Team Apathy About Work • Improving task commitment • Set challenging goals • Express confidence that team members can achieve set goals • Offer a vision of what the group could accomplish or become • Find rational and appealing reasons for performing tasks • Lead by example Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 233)

  5. Correcting Deficiencies II Team Apathy About Work • Improving task commitment • Involve team members by delegating tasks or consulting with them • Recognize others for their efforts • Reward effective behavior Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 233)

  6. Correcting Deficiencies II Confused About Work • Improving ability and role clarity • Make clear assignments • Set specific goals • Give feedback about performance • Give more direction with ongoing activities • Give instruction or coaching when needed • Identify skill deficiencies and give skill training • Recruit skilled people as team members Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 233)

  7. Correcting Deficiencies II Disorganized Work • Improving work organization • Develop plans to accomplish goals • Identify and correct poorly coordinated tasks • Reorganize activities to best utilize people and resources • Root out inefficient or unnecessary tasks • Give decisive direction of activities in a crisis Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 233)

  8. Correcting Deficiencies II Poor Cooperation & Teamwork • Improving cooperation and trust • Emphasize common interests • Appreciate cooperation • Constructively resolve conflicts and help mediate conflicts • Reward the team not the individual • Use symbols and rituals to build team identity • Go out and do fun activities as a team Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 233)

  9. Correcting Deficiencies II Poor Resources • Improving resources and support • Borrow resources if needed for work • Find a reliable source of supplies • Ration resources according to priorities • Improve work practices to use less resources • Lobby for more funding to support a larger budget Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 233)

  10. Correcting Deficiencies II Poor Networking & Coordination • Improving external connections • Exchange information with external contacts • Consult with external contacts when making plans • Keep external contacts informed about changes • Collaborate with external contacts in performing certain tasks • Monitor activities with external contacts to detect problems with coordinated efforts • Meet with external contacts to resolve discordance Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 233)

  11. Task-Oriented Behaviors Summary • Correcting Deficiencies II • Correcting performance deficiencies can be challenging • A serious deficiency for one variable may hamper group effectiveness despite efficacy for other variables • Apply these guidelines to identify and correct deficiencies that limit team performance

  12. Leadership Development Next Topic… • Leading Decision Groups • Our next module discusses guidelines to ensure a systematic and balanced approach to problem solving and decision making

  13. Task-Oriented Behaviors Sources • G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 233 • Free Management Library • www.managementhelp.org/ldrship/ldrship.htm

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