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Team Leadership

Team Leadership. Chapter 10. PowerPoint Presentation by Charlie Cook. Copyright © 2003 South-Western/Thomson Learning. All rights reserved. Learning Outcomes. Learning Outcomes (cont’d). Group versus Team. Group

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Team Leadership

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  1. Team Leadership Chapter 10 PowerPoint Presentation by Charlie Cook Copyright © 2003 South-Western/Thomson Learning. All rights reserved.

  2. Learning Outcomes Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  3. Learning Outcomes (cont’d) Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  4. Group versus Team • Group • Two or more members with a clear leader who perform independent jobs with individual accountability, evaluation, and rewards. • Team • A small number of members with shared leadership who perform interdependent jobs with both individual and group accountability, evaluation, and rewards. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  5. Groups versus Teams Exhibit 10–1 Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  6. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  7. = Group Performance Model Exhibit –2 Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  8. Group Types • Formal • Recognized (and established) by the organization. • Informal • Self-formed, not officially recognized by the organization. • Functional Groups • Members from a limited organizational area. • Cross-Functional Groups • Members from different organizational areas and/or levels. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  9. Group Types (cont’d) • Command • Consists of managers and their employees. • Task Groups • Consists of employees selected to work on a specific objective. • Task Force • Temporary group formed for a specific purpose. • Standing Committee • A permanent group that works on continuing organizational issues. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  10. Functional and Cross-Functional Groups Exhibit 10–3 Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  11. Group Structure Dimensions The arrows indicate the effect (or systems interrelationship) each dimension has on the others. Exhibit 10–4 Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  12. Group Process • Group Process • Refers to the patterns of interaction that emerge as members perform their jobs. • Group Process Dimensions • Include roles, norms, cohesiveness, status, decision making, and conflict resolution. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  13. Group Process (cont’d) • Group Roles • Task roles • Do and say things that directly aid the accomplishment of the group’s objectives. • Maintenance roles • Do and say things to develop and sustain the group process. • Self-interest roles • Do and say things to hurt the group and help the individual. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  14. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  15. Group Process (cont’d) • Group Norms • The group’s shared expectations of its members’ behavior. • Norms develop spontaneously through the interactions of group members. • Compliance with norms is enforced by the group. • Leaders should work toward maintaining and developing positive norms. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  16. Group Process (cont’d) • Group Cohesiveness • The extent to which members stick together. • Factors positively influencing cohesiveness: • Agreement with and commitment to objectives • Small size • Homogeneity among group members • Equal member participation • Focus on external competition • A successful group Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  17. Group Process (cont’d) • Status within the Group • Status is the perceived ranking of one member relative to other members in the group. • Based on performance, job title, wage or salary, seniority, knowledge or expertise, interpersonal skills. • High status members have a strong influence on the group and its performance. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  18. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  19. Group Process Dimensions Exhibit 10–5 Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  20. Group Development Stages and Leadership Exhibit 10–6 Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  21. Planning Meetings Objectives Participants and Assignments Agenda Date, Place and Time Leadership Technology Conducting Meetings Three Parts of Meetings Identify Objectives Cover agenda items Summarize and review assignments Meeting Leadership Skills Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  22. Meeting Leadership Skills (cont’d) • Handling Problem Members • Silent • Talker • Wanderer • Bored • Arguer Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

  23. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved.

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