Chapter 12 - Team Leadership

Team Leadership

Learning Outcomes
Describe the major differences between groups and teams.
Explain the group performance model.
List and explain the three dimensions of group types.
Define the three major roles played in groups.
State the differences between rules and norms.
Describe cohesiveness, and explain why it is important to teams.
List the four major stages of group development, and describe the appropriate leadership style usually associated with each.
Explain the difference between a group manager and a team leader
After studying this chapter, you should be able to:

Learning Outcomes (cont’d)
Discuss the three parts of meetings.
Define the key terms listed at the end of the chapter.
After studying this chapter, you should be able to:

IDEAS ON MANAGEMENT at W.L. Gore & Associates
How does W. L. Gore & Associates benefit from the use of groups and teams?
How does W. L. Gore’s group structure facilitate teamwork?
How is group process managed at W. L. Gore?
What programs are in place at W. L. Gore to foster group development?
How does W. L. Gore ensure productive meetings?

Groups and Teams
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.

Exhibit 12 – 1 ● Groups versus Teams

Join the Discussion Ethics & Social Responsibility
Team Players
Is it necessary to be a team player to be a successful employee at JetBlue?
Is it ethical and socially responsible of JetBlue to reject job candidates because they are considered not to be team players?

Exhibit 12 –2 ● Group Performance Model

Group Types
Formal Groups
Created by an organization as part of its formal structure.
Informal Groups
Created spontaneously; not part of the formal structure of the organization.
Functional Groups
Contain members from a limited organizational area.
Cross-Functional Groups
Contain members from different organizational areas and/or levels.

Exhibit 12 –3 ● Functional and Cross-Functional Groups

Group Types (cont’d)
Command Groups
Consist of managers and the employees they supervise.
Task Groups
Consist of employees selected to work on a specific objective.
Task force
A temporary group formed for a specific purpose.
Standing committee
A permanent group that works on continuing organizational issues.
Global Virtual Team
Team members are located in different places but work together as a team using telecommunications technologies.

Group Size, Structure, Composition, and Leadership Leadership and Structure Group Composition Number in Group Leadership and Objectives Teams Groups versus Groups tend to be larger than teams. Teams tend to have few members. Groups are more formal and tend toward autocratic leadership. Teams are informal and tend to have participative leadership. Members should be diverse and have complementary skills. Diverse teams tend to outperform homogeneous groups. Groups have broadly-defined (organizational) objectives. Teams develop their own objectives.

Exhibit 12 –4 ● Dimensions of Group Structure

Group Process
Group Process
The patterns of interactions that emerge as members perform their jobs.
Group Process Dimensions
Include roles, norms, cohesiveness, status, decision making, and conflict resolution.

Group Process (cont’d)
Group Roles
Task roles
Members who do and say things that directly aid in the accomplishment of the group’s objectives.
Maintenance roles
Members who do and say things to develop and sustain the group process.
Self-interest roles
Members who do and say things to hurt the group and help themselves.

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.

Join the Discussion Ethics & Social Responsibility
Norms
Should employees be able to “do their own thing” without group enforcement of norms?
Is it ethical and socially responsible for groups to develop and enforce norms? If yes, what type of ethical standards should a group have?

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 level of member participation
Focus on external competition
A successful group

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, appearance, education, race, age, sex, etc.
High status members have a strong influence on the group and its performance.

Exhibit 12 –5 ● Dimensions of the Group Process

Stages of Group Development and Styles of Leadership 1. Orientation Autocratic leadership 2. Dissatisfaction Consultative leadership 3. Resolution Participative leadership 4. Production Empowering leadership 5. Termination

Exhibit 12 –6 ● Stages of Group Development and Leadership Styles

Developing Groups into Teams
Training
Train the group in group process skills.
The Management Functions
Planning
Empower members to set objectives, develop plans, and make decisions.
Organizing and staffing
Have members participate in selecting, evaluating, and rewarding members.
Leading
Develop team leaders who can change leadership styles as the group develops.
Controlling
Have members monitor progress, take corrective action, and perform quality control.

Leadership Skills for Meetings
Planning Meetings
Set objectives.
Select participants and make assignments.
Prepare the agenda.
Set the time and place for the meeting.
Determine who will lead the meeting.
Prepare to use technology.
Conducting Meetings
The three parts of meetings
Identify objectives.
Cover agenda items.
Summarize and review assignments.

Exhibit 12 –7 ● Meeting Plan

Leadership Skills for Meetings (cont’d)
Handling Problem Members
Silent type
Talker
Wanderer
Bored member
Arguer

KEY TERMS
group
team
group performance model
group structure dimensions
group types
command groups
task groups
global virtual teams
group composition
group process
group process dimensions
group roles
norms
group cohesiveness
status
stages of group development
team leaders

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Chapter 12 - Team Leadership

by dpd on Oct 31, 2008

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