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 The Changing Role of Team Leadership in Today's Project Environment
 The Changing Role of Team Leadership in Today's Project Environment
 The Changing Role of Team Leadership in Today's Project Environment
 The Changing Role of Team Leadership in Today's Project Environment
 The Changing Role of Team Leadership in Today's Project Environment
 The Changing Role of Team Leadership in Today's Project Environment
 The Changing Role of Team Leadership in Today's Project Environment
 The Changing Role of Team Leadership in Today's Project Environment
 The Changing Role of Team Leadership in Today's Project Environment
 The Changing Role of Team Leadership in Today's Project Environment
 The Changing Role of Team Leadership in Today's Project Environment
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The Changing Role of Team Leadership in Today's Project Environment

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Fyrirlestur Dr. Hans Thamhain sem hann hélt á Dokkufundi um verkefnastjórnun í desember 2011.

Fyrirlestur Dr. Hans Thamhain sem hann hélt á Dokkufundi um verkefnastjórnun í desember 2011.

Published in: Business, Education
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  • 1. MOT Workbook – Section 7: R&D and Innovation A castle is only as strong as the people who defend it !The Changing Role of Team Leadership in Today’s Project Environment Hans Thamhain, PMP, PhD Bentley University, Boston USA December 2011 Confucius, The Great Learning (500 BCE) …to build a great kingdom you must first tend to your own state …to build a great state, you must first tend to your own family …to build a great family, you must first cultivate yourself …to cultivate yourself, you need to dedicate yourself to learning. Team Leadership in Project Environments Coming together is a beginning. Keeping together is progress. Working together is success. --Henry Ford 5 7-1
  • 2. MOT Workbook – Section 7: R&D and Innovation Jeff Immelt (GE): Bill Gates (MS): “I’m proud of our team. They are passionate and committed. …I “All people we hire are technically spend about one-third of my time competent. But, they also must with my partner Bill Conaty (HR). have people skills…..” We recruit, we train, we develop, we improve. We think about people constantly…“ Jin Mao Tower ( ) Word Financial Center 500m ShanghaiBur Khalifa, Dubai828m Teamwork …A Complex Subject Area 7-2
  • 3. MOT Workbook – Section 7: R&D and Innovation HQTS HQTS Tr us T 2M t & Organizational Re Perceived Culture sp ec t Structurerce Reso u Team Work & Unified tionsEnvironment L imita Work-Command & ict ns Control nfl utio Processes Co g Sol Pow lvin e Evo HQTS Poli r & Fast Changes Support Sys tics rting Repo -Success c ess =|= B & Risk ainty Tech Suc Time Uncert Sup plier Zones s Teamwork Leadership Commitment Motivation Politics Managing Conflict w/o formal People Power authority Trust 7-3
  • 4. MOT Workbook – Section 7: R&D and Innovation Managing Project Teams: What we know Project Team Team Leadership . Behavior Business Process Leadership Project Management Group Non-linearities Dynamics ? Risk We are less sure on… 1.  What is high team performance (METRICS)? 2.  What influences team performance (MODEL)? 3.  Which influences are controllable by mgrs? 4.  What conditions are conducive to team performance (CATALYSTS)? 5.  How can mgrs control these influences [ACTIONS?] Team Development Time vs. Complexity Not all team leaders are equal! Development …(High) M an ag1.  Project performance decreases with em en ble Time complexity (i.e. more failures) a a ge t Sk2.  Team development time increases with an ea ills m r ++ (Low) … Team complexity Un A (Low) ……..... Complexity ……..… (High) 24 7-4
  • 5. MOT Workbook – Section 7: R&D and Innovation Traits of a High-Performing Team Membership Self-Development Innovative Behavior High Response Rate Risk-Sharing Conflict Management Committed Self-Directed The Effective Effective Change Oriented Team Communications High Morale & Effective Cross-Functional Team Spirit Interfaces & Alliances Enjoy Work Quality Oriented High Need for Achievements Minimal Reliance on Procedures Measuring Team Performance § Traditional project performance - Schedule - budget - deliverables § Risk & contingency § Innovation/creativityWhat is team performance? Bu le du dge § Enterprise benefits he How to measure it? π t Sc § Stakeholder satisfaction Deliverables § Etc, etc.. 7-5
  • 6. MOT Workbook – Section 7: R&D and Innovation Other Project Success Customer Partners Enterprise Suppliers Team What the Team Expects Motivation: A Simple Model From the Leader [Inducement-Induction Model]  Clear direction and leadership  Clear expectations/objectives Contribution Inducement  Autonomy and freedom Primary  Assist in problem solving Organization  Facilitate a quality work environment  Create stimulating environment  Encourage accomplishments Goal Satisfaction Need Motivation  Provide visibility and recognition  Resist change and external pressures  Deal with conflict and power struggles  Provide stable work environment Secondary Organization 33 Figure 1 The Inducement-Induction Model of Motivation. A Matter of Perspective Top View Mutual Expectations: Sr Mg – PM -- Team Project View 7-6
  • 7. MOT Workbook – Section 7: R&D and Innovation What chair ????? Motivation as a Function of Perceived Success (A Situational Insight to Project Management) ept ion of perc…Strength of Motivation …High wer The po Reduce risk Increase importance Low …...……..…...Probability of Success ….…..…. What chair ????? High49 You got to see it to believe it !! http://www.youtube.com/watch_popup?v=6NPF0A_vGC4   Drivers Toward Team Performance Variables Characteristics Work Environment & Project Team Characteristics of Work Environment: 1 Interesting, Stimulating Work 1.0 Example of 2 Accomplishment & Recognition 38. 1.0 3 Conflict & Problem Resolution 27 .43 1.0 .17 .32 3.8 1.0 4 Clear Organizational Objectives .09 .39 .33 .32 1.0 Quantitative Results 5 Job Skills & Expertise .29 .37 .27 .40 .17 1.0 6 Direction & Leadership .29 .39 .43 .19 .09 .16 1.0 7 Trust, Respect, Credibility .20 .31 .38 .02 0 .22 .37 1.0 8 Cross-Functional Coop & Support from Field Studies 9 Effective Communications 10 Clear Project Plan & Support 11 Autonomy & Freedom .34 .38 .43 .23 .25 .18 .36 .36 .15 .22 .19 .12 .11 .08 .22 .13 .15 .20 .38 .17 .33 .47 .37 .11 1.0 .29 .23 1.0 .05 1.0 .10 .19 .09 0 .38 .20 .16 .03 0 .09 .22 1.0 12 Career Developmt/Advancement .16 .16 .26 .10 -.1 0 .27 .15 .12 0 .15 .30 1.0 13 Job Security Characteristics of Project Team: 14 Tolerance for Risk Taking .39 .27 .33 .21 .10 .27 .08 .37 .34 .42 .34 .12 .39 1.0 15 Effort + Commitment to Results .43 .35 .30 .28 0 .22 .40 .32 .27 .36 .36 .10 .34 .27 1.0 58 16 Innovative Team Performance .45 .32 .18 .36 .8 .28 .36 .24 .36 .25 .29 .10 .36 .43 .47 1.0 7-7
  • 8. MOT Workbook – Section 7: R&D and Innovation •  Poorly defined work integration/transfer process, protocol & methods •  Role conflict, confusion over authority, power struggles •  Lack of trust, accountability among team members and/or group leaders •  Inappropriate information technologies or infrastructure •  Unclear overall objectives, requirements and success criteria •  Unclear work interfaces. Many barriers and influences to project•  Lack of senior management or sponsor team performance are similar for both commitment/support highly complex and less complex project situations, however the effects•  Inaccurate/insufficient planning are .•  Insufficient project performance measurements Virtual and multinational team•  Insufficient communication/escalation of approaches often amplify these problems problems even further!v Team maturity (PM3) ≠ proj complexityv Weak project leadership. Work Environment vs. P-Team Performance …τ… Overall … •  Project Plan & Support on •  Direction & Leadership Project n •  Interesting Work Performance tio •  Accomplishment, Recognition ra bo •  Org Goals, Priorities la •  Trust, Respect, Credibility Communication ol C •  Job Skills/Expertise Conflict Resolution •  Conflict Resolution •  Favorable Project Image Requirements •  Career Advancement Cross-Funct’l Coop •  Job Security •  (Salary, comp-time) Knowledge Sharing •  (Complexity, NDP/proj size) Risk Mgmt •  (Project duration) •  (Organizational stability). Schedules & Budgets Kendall’s Tau Rank-Order Correlation 7-8
  • 9. MOT Workbook – Section 7: R&D and Innovation Strongest Drivers Toward High Team Performance Ø  Interesting, stimulating work Ø  Clear mission, direction & roadmap (plan) Ø  Skill sets, competencies (best people) Ø  Can-do perception, risk sharing Ø  Team spirit, trust & respect Ø  Effective work process & proj support sys Ø  Direction & Leadership A professionallystimulating environmentstrong catalyst focusing Facilitator the team effort     Problem solver on desired results !   Conflict manager   Cheerleader A Final Note Effective project management involves a complex set of variables •  Organizational Issues •  Human Factors •  Management and Leadership •  Tools and Techniques Appropriate Resources Quality people Team committed High- People involvement to achieve Interesting work agreed-on performing Management support objectives team Leadership 11 7-9
  • 10. MOT Workbook – Section 7: R&D and Innovation Conclusions Companies with high performance teams… 1.  Pay attention to the human side 2.  Create interesting, stimulating work environment (excitement, recognition, visibility, mg involvement, security, …) 3.  Provide clear b-mission, direction, road map, p-support 4.  Keep work process simple/effective 5.  Have high levels of job competencies (best people) 6.  Create a Can-Do image, risk sharing 7.  Have effective issue resolution processes/systems hthamhain@bentley.edu 8.  Ensure effective cross-functional interaction 9.  Provide autonomy (local), freedom to explore, share risk 10.  Promote continuous team development 11. Ensure good team leadership. How High Performing Project Teams See Themselves  Enjoy work and accomplishments  Have autonomy and freedom  Have strong support and cooperation from others  Have clear direction and leadership  Make significant contribution to company  Organizational environment is pleasant & supportive  Have mutual trust, respect, competence 76 7 - 10
  • 11. MOT Workbook – Section 7: R&D and Innovation Team Leadership Effectiveness Risks & Anxieties Rewards 35 OH-slides with major content es Leader’s ag Org Environment Actual 40 OH-slides with cartoon content Abilities Im & Work Challenge Actual Personalities Leadership Style Power Influence Leadership Total of 75 OH-slides EffectivenessOrganization’s Abilities & Structures •  Job security •  Project support/direction •  Personality •  Work challenge •  Work environment •  Accomplishments •  Career development •  Comfort & stability. •  Rewards (tangible) 7 - 11

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