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Organizational Behavior
Presented by : Harram Aneeqa
Creative Leadership Process
in Project Team
Development-
An Alternative to Tuckman’s
Stage Model
Authors : Tudor Rickards
Susan Moger
Published in British Journal of
Management
Outline
 Introduction
 Leadership Theories
 Creativity and Team development
 Tuckman’s model of team
development
 Pre...
Introduction
 Focusing on Project Teams
 Coordinated actions directed toward
non-routine goals
 Clearly defined tasks
...
Theories
of Project
Teams
Creativity
New
Conceptual
Framework
Empirical Evidences
from Industrial
settings
Gap Identified
 Important unresolved issues in Project teams
studies
 Clarification required in domains of creative
prob...
Creativity in Project Work
 Team Structure facilitates production of task
 Creative Processes and Creative Products
 Os...
 Studying creativity theories in
many contexts finally concluded
that:
 Creativity is a necessary
characteristic of team...
Leadership- Theories &
Consequences
Theories suggest that:
 Creative performance of teams is enhanced
by leadership inter...
Ekvall Study
Creative
Climate
Creative
Leadership
Group
Innovativeness
Warm Positive
Climate
Relationship Oriented
Style
Ekvall study
 They found third dimension of
leadership style Change-Orientation
 Measured it on sub scales and scales
sh...
Ohio Type leaders produces structures
that constrain and direct the efforts of
teams
But
Creative Leader seeks to encourag...
Creativity and Team
Development
 Creativity: Multifaceted processes
through which novel output emerge
 Creative Leadersh...
 Benign Structures: Structures that
enhance individual or team activities.
They implies that structures are
benign toward...
Tuck man's model of Team
Development
 In 1965, proposed a model of team
development
Unanswered questions??
 What if storm stage never
ends???
 What is needed to
exceed performance
norms??
Reworking Tuck man- Jensen
Model
 Proposed Two-barrier model that
reworked the classical model of team
development
First ...
Results of reworking
 Most of teams pass through weak
barrier but produce similar
performance in terms of ideas and
decis...
Testing Hypotheses
 Two barrier hypotheses tested under
two different conditions.
 First: Project teams of business
grad...
 In 1st Year : Out of 14 teams 6 were
rated as Dysfunctional and 8 rated as
acceptable results. None rated
outstanding qu...
Hypotheses Testing
Continuation
 Over a period of years working with
such teams estimated that dysfunctional
teams range ...
Results
 Benchmarking of excellence is
strongly related to expectations and
competencies of organization
 Dysfunctional ...
Creative leadership and team
development
 Many teams are conscious of barriers
at “storm” stage
 Facilitative Leadership...
Creative Leadership and Team
factors
 Creative leadership impacts on
number of team factors:
 Factor 1: Platform of Unde...
 Factor 2: Shared Vision
 Factor 3: Positive Climate
 Factor 4: Resilience
 Factor 5: Idea Owners
Seeking alternative ...
 Factor 6: Network Activators
 Factor 7: Learning from Experience
Importing knowledge through external
networking
Discussion
Organizational behavior presentation
Organizational behavior presentation
Organizational behavior presentation
Organizational behavior presentation
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Organizational behavior presentation

Presentation is made on the case study, in which Tuckman's model has been discussed. and what are the qualities of a successful leader in organizational set ups.

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Organizational behavior presentation

  1. 1. Organizational Behavior Presented by : Harram Aneeqa
  2. 2. Creative Leadership Process in Project Team Development- An Alternative to Tuckman’s Stage Model
  3. 3. Authors : Tudor Rickards Susan Moger Published in British Journal of Management
  4. 4. Outline  Introduction  Leadership Theories  Creativity and Team development  Tuckman’s model of team development  Preliminary empirical studies  Creative leadership and team factors  Conclusion
  5. 5. Introduction  Focusing on Project Teams  Coordinated actions directed toward non-routine goals  Clearly defined tasks  Relatively stable membership  Stable Leadership
  6. 6. Theories of Project Teams Creativity New Conceptual Framework Empirical Evidences from Industrial settings
  7. 7. Gap Identified  Important unresolved issues in Project teams studies  Clarification required in domains of creative problem solving and team development modeling
  8. 8. Creativity in Project Work  Team Structure facilitates production of task  Creative Processes and Creative Products  Osborn proposed that excellence in teams is achieved by brainstorming Creativity
  9. 9.  Studying creativity theories in many contexts finally concluded that:  Creativity is a necessary characteristic of teams engaged in generating new and valued output.  But still issue remained unexplored that which feature differentiate creative teams from others
  10. 10. Leadership- Theories & Consequences Theories suggest that:  Creative performance of teams is enhanced by leadership interventions  Leadership roles facilitates teams in generating creative outputs  Creative team leader is basically a facilitator  Ohio studies showed two dimensions: Task Oriented and Relationship Oriented
  11. 11. Ekvall Study Creative Climate Creative Leadership Group Innovativeness Warm Positive Climate Relationship Oriented Style
  12. 12. Ekvall study  They found third dimension of leadership style Change-Orientation  Measured it on sub scales and scales showed cronbach-alphas (0.75-0.85)  Partial correlation coefficients
  13. 13. Ohio Type leaders produces structures that constrain and direct the efforts of teams But Creative Leader seeks to encourage structures or “Sets to break set”
  14. 14. Creativity and Team Development  Creativity: Multifaceted processes through which novel output emerge  Creative Leadership: Role of team facilitator and implementation of problem-solving systems
  15. 15.  Benign Structures: Structures that enhance individual or team activities. They implies that structures are benign towards systems change  Barriers to team development: Externally imposed constraints (environmental press), Internally generated constraints (socially constructed barriers)
  16. 16. Tuck man's model of Team Development  In 1965, proposed a model of team development
  17. 17. Unanswered questions??  What if storm stage never ends???  What is needed to exceed performance norms??
  18. 18. Reworking Tuck man- Jensen Model  Proposed Two-barrier model that reworked the classical model of team development First • Weak Behavioral Barrier Second • Strong Performance Barrier
  19. 19. Results of reworking  Most of teams pass through weak barrier but produce similar performance in terms of ideas and decisions- Dysfunctional Behavior  Fewer teams pass through strong barriers and show exceptional creative performance
  20. 20. Testing Hypotheses  Two barrier hypotheses tested under two different conditions.  First: Project teams of business graduates engaged in realistic business challenges  Second: Multiple teams entering in innovation context within a Multi- national organizations
  21. 21.  In 1st Year : Out of 14 teams 6 were rated as Dysfunctional and 8 rated as acceptable results. None rated outstanding quality results  In 2nd Year : Out of 23 teams 18 showed similar and standard output and 5 went beyond expected results  Additionally teams were provided with similar level of training which resulted majority attains the “Acceptable Quality” Training at very least help teams to move smoothly norm/perform stage
  22. 22. Hypotheses Testing Continuation  Over a period of years working with such teams estimated that dysfunctional teams range from 0-15 %  Second body of work: Announced innovation awards within Large corporations over 3 year time period. 100 % participation rate, 30 innovative projects = Intrinsic and extrinsic awards motivated teams to outperform
  23. 23. Results  Benchmarking of excellence is strongly related to expectations and competencies of organization  Dysfunctional teams lack experiential learning  Effective large corporations are developing strong cultures in which innovation becomes a norm
  24. 24. Creative leadership and team development  Many teams are conscious of barriers at “storm” stage  Facilitative Leadership provide creativity-enhancing structures to avoid barriers  “There are circumstances in which leader should remain a team member of more general role of creative thinking- if it’s worth thinking it’s worth saying” (Rickards & Moger)
  25. 25. Creative Leadership and Team factors  Creative leadership impacts on number of team factors:  Factor 1: Platform of Understanding Shared Knowledge, Beliefs and assumptions
  26. 26.  Factor 2: Shared Vision  Factor 3: Positive Climate  Factor 4: Resilience  Factor 5: Idea Owners Seeking alternative perspectives Commitment to ideas, Align ideas within regions
  27. 27.  Factor 6: Network Activators  Factor 7: Learning from Experience Importing knowledge through external networking
  28. 28. Discussion

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