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Leadership

Leadership. Chapter 10 – Team Leadership. 20-30s. 40s. 50s. 60-70s. 80s. Human Relations movement Collaborative efforts at work. Group dynamics Social science theory. T group Leader’s role in T group. Organizational development Team leader

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Leadership

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  1. Leadership Chapter 10 – Team Leadership

  2. 20-30s 40s 50s 60-70s 80s • Human • Relations • movement • Collaborative • efforts at • work • Group • dynamics • Social • science • theory • T group • Leader’s • role in • T group • Organizational • development • Team • leader • effectiveness • Quality • teams • Benchmarking • Continuous • improvement Historical Perspective of Team Leadership – 1920s-1980s

  3. Global • perspective • Flatter organizational • structure • Strategies for competitive • advantage • Group • dynamics • Social • science • theory • Team-based, technology enabled Parker 1990 90s • Effectiveness researchThe use of teams has led to: • Greater productivity • More effective use of resources • Better decisions & problem solving • Better-quality products & services • Increased innovation & creativity Historical Perspective of Team Leadership – 1990s

  4. Team research (Ilgen, Hollenbeck Johnson & Jundt, 2005) • Focus on team variables • Role of affective, behavioral & cognitive processes in team 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 its complexity • Leader ineffectivenessis major obstacle to overall team effectiveness Perspective Team Leadership Description

  5. Leadership behavior • Seen as team-based problem solving • Leader uses discretion • 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 Description Team Leadership Model

  6. Hill’s Model for Team Leadership

  7. Leaders can: • Diagnose, analyze, or forecast problems (monitoring) or take immediate action to solve a 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 Should I Monitor the Team or Take Action? Leadership Decision 1

  8. Should I Monitor the Team or Take Action? • : McGrath’s critical leadership functions – two dimensions of leadership behavior: • Monitoring vs. taking action • We can diagnose, analyze, or forecast problems (monitoring) or take immediate action to solve a problem • Internal group issues vs. external group issues • Focus on the problems within the group (internal) or problems outside the group (external) • Two dimensions result in 4 types of group leadership functions Leadership Decision 1

  9. Leadership Decision 1

  10. Leaders can: • Determine if team needs help in dealing with relational issues or task issues • Task functions include: • Getting job done • Making decisions • Solving problems Should I Intervene to Meet Task or Relational Needs? • Adapting to change • Making plans • Achieving goals Leadership Decision 2

  11. Leaders can: • Determine if team needs help in dealing with relational issues or task issues • Maintenance functions include: • Developing a positive climate • solving interpersonal problems • Satisfying members’ needs • Developing cohesion Should I Intervene to Meet Task or Relational Needs? Leadership Decision 2

  12. Leader must: • Determine what level of team process needs 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 Should I Intervene Internally or Externally? Leadership Decision 3

  13. Leadership Functions – performed internally or externally Leadership Actions

  14. How does the model work? • 1st - Leader engages leader mediation process • Decides appropriate action - to monitor or take action • If team’s function satisfactory – no action • If monitoring reveals action needed – which level(s) • internal or external Focus Team Leadership

  15. How does the model work? • 2nd – Determining exact intervention needed • Internal relationship problem • Internal task problem • External environmental problem • 3rd – Determine action needed or which level to intervene Focus Team Leadership

  16. How does the model work? • 4th – Decide to intervene at any or all 3 levels • Address the individual – internal, relational • Clarify group roles – internal, task • Negotiate of team with higher up in organization - external Focus Team Leadership

  17. Useful in leader decision making • Can be used as a team diagnostic tool Application

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