Your SlideShare is downloading. ×
0
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
10 power point
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

10 power point

430

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
430
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
26
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  1. Chapter 10 - Team Leadership LeadershipChapter 10 – Team Leadership Northouse, 4th edition
  2. Chapter 10 - Team Leadership Overview  Team Leadership Perspective  Team Leadership Model  Leadership Decisions  Leadership Actions  Team Effectiveness  Principled Leadership How does the Team Leadership Model Work?
  3. Chapter 10 - Team Leadership Historical Perspective of Team Leadership – 1920s-1980s 20-30s 40s 50s 60-70s 80s• Human • Group • T group • Organizational • Quality Relations dynamics development teams movement • Leader’s • Social role in • Team • Benchmarking• Collaborative science T group leader efforts at theory effectiveness • Continuous work improvement
  4. Chapter 10 - Team Leadership Historical Perspective of Team Leadership – 1990s Parker 90s 1990 • Global • Group  Effectiveness research perspective dynamics The use of teams has led to: • Flatter • Social – Greater productivityorganizational science – More effective use of structure theory resources• Strategies for • Team-based, – Better decisions & problem competitive technology solving advantage enabled – Better-quality products & services – Increased innovation & creativity
  5. Chapter 10 - Team Leadership Team Leadership Description Perspective 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 ineffectiveness is major obstacle to overall team effectiveness
  6. Chapter 10 - Team Leadership Team Leadership Description Objectives  Critical factor in success of organizational teams – understand role of leadership in teams: – Ensure team success & avoid team failure  Functions a leader must perform – Complexity involved in performing these functions – How performance of these complex functions relates to actual team performance  Team leadership capacity – – Shared or distributed leadership – Encompasses entire team
  7. Chapter 10 - Team Leadership Team Leadership Model Description Model provides leader or designated team member with a mental road map to help – Diagnose team problems, and – Take appropriate action to correct team problems Effective team performance begins with leader’s mental model of the situation Mental model reflects – Components of the problem – Environmental & organizational contingencies
  8. Chapter 10 - Team Leadership Team Leadership Model Description 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
  9. Hill’s ModelChapter 10 - Team Leadership for TeamLeadership
  10. Chapter 10 - Team Leadership Leadership Decisions 1. Continue monitoring the team or take action based on current information 2. Determine the general task or relational function of intervention needed 3. Intervene at internal level (within team) or external level (team’s environment)
  11. Chapter 10 - Team Leadership Leadership Decision 1Should I Monitor the Teamor Take Action? 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
  12. Chapter 10 - Team Leadership Leadership Decision 1Should I Monitor the Teamor 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
  13. Chapter 10 - Team Leadership Leadership Decision 1
  14. Chapter 10 - Team Leadership Leadership Decision 2Should I Intervene to MeetTask or Relational Needs?Leaders can: – Determine if team needs help in dealing with relational issues or task issues – Task functions include:  Adapting to change  Getting job done  Making plans  Making decisions  Achieving goals  Solving problems
  15. Chapter 10 - Team Leadership Leadership Decision 2Should I Intervene to MeetTask or Relational Needs?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
  16. Chapter 10 - Team Leadership Leadership Decision 3Should I InterveneInternally or Externally?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
  17. Chapter 10 - Team Leadership Leadership ActionsLeadership Functions – performed internally or externally
  18. Chapter 10 - Team Leadership Leadership ActionsInternal Task Leadership Actions  Set of skills or actions leader might perform to improve task performance: – Goal focusing (clarifying, gaining agreement) – Structuring for results (planning, visioning, organizing, clarifying roles, delegating) – Facilitating decision making (informing, controlling, coordinating, mediating, synthesizing, issue focusing) – Training team members in task skills (educating, developing) – Maintaining standards of excellence (assessing team and individual performance, confronting inadequate performance)
  19. Chapter 10 - Team Leadership Leadership ActionsInternal Relational Leadership Actions  Set of leadership actions leader needs to implement to improve team relationships: – Coaching team members in interpersonal skills – Collaborating (including, involving) – Managing conflict and power issues (avoiding confrontation, questioning ideas)
  20. Chapter 10 - Team Leadership Leadership ActionsInternal Relational Leadership Actions  Set of leadership actions leader needs to implement to improve team relationships, cont’d.: – Building commitment and esprit de corps (being optimistic, innovating, envisioning, socializing, rewarding, recognizing) – Satisfying individual member needs (trusting, supporting, advocating) – Modeling ethical and principled practices (fair, consistent, normative)
  21. Chapter 10 - Team Leadership Leadership ActionsExternal Environmental Leadership Actions Set of skills or behaviors leader needs to implement to improve environmental interface with team: – Networking and forming alliances in environment (gather information, increase influence) – Advocating and representing team to environment – Negotiating upward to secure necessary resources, support, and recognition for team
  22. Chapter 10 - Team Leadership Leadership ActionsExternal Environmental Leadership Actions Set of skills or behaviors leader needs to implement to improve environmental interface with team: – Buffering team members from environmental distractions – Assessing environmental indicators of team’s effectiveness (surveys, evaluations, performance indicators) – Sharing relevant environmental information with team
  23. Chapter 10 - Team Leadership Team Effectiveness  Team effectiveness – the desired outcome of teamwork  Team Performance – task accomplishments  Team Development – maintenance of the team  Researchers studied organizational work teams & developed – – Standard of effectiveness – Criteria of excellence
  24. Chapter 10 - Team Leadership Team Effectiveness
  25. Chapter 10 - Team Leadership Team Effectiveness  Clear, Elevating Goal – Clear so that one can tell if performance objective has been met – Is motivating or involving so that members believe it is worthwhile and important  Results-Driven Structure – Need to find the best structure to achieve goals  Clear team member roles  Good communication system  Methods to assess individual performance  An emphasis on fact-based judgments
  26. Chapter 10 - Team Leadership Team Effectiveness Competent Team Members – Components Right number and mix of members  Members must be provided:   Sufficient information  Education and training  Requisite technical skills  Interpersonal & teamwork skills – Team Factors – Core Competencies  Openness  Ability to do the job well  Supportiveness  Problem solving ability  Action orientation  Positive personal style
  27. Chapter 10 - Team Leadership Team Effectiveness Unified Commitment – Teams need a carefully designed and developed sense of unity or identification (team spirit) Collaborative Climate – Trust based on openness, honesty, consistency, and respect – Integration of individual actions – Leaders facilitate a collaborative climate by:  Making communication safe  Demanding and rewarding collaborative behavior  Guiding the team’s problem-solving efforts  Managing one’s own control needs
  28. Chapter 10 - Team Leadership Team Effectiveness  Standards of Excellence – Regulated Performance  Facilitates task completion and coordinated action  Stimulates a positive pressure for members to perform at highest levels – How Accomplished  Requiring results (clear expectations)  Reviewing results (feedback/resolve issues)  Rewarding results (acknowledge superior performance)
  29. Chapter 10 - Team Leadership Team Effectiveness  External Support and Recognition – Regulated Performance  Teams supported by external resources are:  Given the material resources needed to do their jobs  Recognized for team accomplishments  Rewarded by tying those rewards to team members performance, not individual achievement
  30. Chapter 10 - Team Leadership Team Effectiveness Principled Leadership – Influences team effectiveness through four sets of processes (Zaccaro et al., 2001)  Cognitive - Facilitates team’s understanding of problems confronting them  Motivational - Helps team become cohesive & capable by setting high performance standards & helping team to achieve them  Affective - Assists team in handling stressful circumstances by providing clear goals, assignments, & strategies  Integrative - Helps coordinate team’s activities through matching member roles, clear performance strategies, feedback, & adapting to environmental changes
  31. Chapter 10 - Team Leadership How Does the Team Leadership Approach Work?  Focus of Team Leadership  Strengths  Criticisms  Application
  32. Chapter 10 - Team Leadership Team Leadership Focus  Model provides a cognitive map to identify group needs and offers suggestions on appropriate corrective actions  Model assists leader in making sense of the complexity of groups and provides suggested actions to improve group effectiveness
  33. Chapter 10 - Team Leadership Team Leadership Focus 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
  34. Chapter 10 - Team Leadership Team Leadership Focus 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
  35. Chapter 10 - Team Leadership Team Leadership Focus 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
  36. Chapter 10 - Team Leadership Strengths Provides answers to what constitutes excellent teams Provides a cognitive guide that assists leaders in designing and maintaining effective teams Recognizes the changing role of leaders and followers in organizations Can be used as a tool in group leader selection
  37. Chapter 10 - Team Leadership Criticisms  Complete model has not been totally supported or tested  May not be practical as the model is complex and doesn’t provide easy answers for difficult leader decisions  Fails to provide much guidance for handling everyday interactions and complications of team management  More focus required on how to teach and provide skill development in areas of diagnosis and action taking
  38. Chapter 10 - Team Leadership Application Useful in leader decision making Can be used as a team diagnostic tool

×