This document discusses leadership of self-managed teams. It defines self-managed teams as work groups that have had responsibilities traditionally held by management transferred to them. The teams are empowered to make operating decisions, assign work, plan schedules, acquire supplies, and handle conflicts and customers. Potential benefits of self-managed teams include stronger commitment, improved quality and efficiency, and more satisfied employees. Key factors in the success of self-managed teams are appropriate task design, compensation structure, information systems, goals, and support from top management and a strong facilitator. The document also discusses distributed leadership and the four major states of group development for teams.

1. Leadership
Theory, Application, Skill Development
1st Edition
Robert N. Lussier and Christopher F. Achua
.
This presentation created by:
MANAGEMENT TRAINING SPECIALISTS
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Copyright © 2001 South-Western College Publishing

2. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Chapter 8
Leading Self-Managing
Teams
8-1

3. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Chapter 8
Learning Objectives
• Nature of self-managed teams.
• Key decisions they are empowered to make.
• 5 Potential benefits of utilizing.
• 4 Team formation variables
• 7 Facilitating factors
• Distributed leadership in relationship.
• 4 Major states of group development.
8-2

4. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Self-Managed Teams
Relatively autonomous work groups in
which the responsibilities and obligations
traditionally maintained by management
have been transferred
to a group of people
who perform a complex
task with highly
interdependent
activities.
8-3

5. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Acquire Supplies
& Materials
Deal with
Conflicts
Interact with
Customers
Perform
Team Member
Evaluations
Make Operating
Decisions
Create Task
Procedures
Assign Work
Plan Schedules
Self-
Managed
Teams Are
Usually
Empowered
to:
8-4

6. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Stronger Commitment
Improved Quality
and Efficiency
More Satisfied Employees
Lower Turnover / Absenteeism
Faster Product Development
Flexibility Dealing with
Personnel Shortages
Helps Solve Problems &
Suggest Improvements
Potential
Benefits of
Using
Self-Managed
Team
8-5

7. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Team
Formation
Variables
Task
Structure
Membership
Mix and
Size
Norms
Champion
8-6

8. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Self-
Managed
Group
Success
Factors
Appropriate
Compensation
Structure
Appropriate
Task Design
Adequate
Information
System
Appropriate
Scope of
Authority
Top
Management
Support &
Commitment
Strong &
Experienced
Facilitator
Unambiguous
Goals &
Objectives
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9. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Neutral Facilitator
• An external leader of a
self-managed team
whose job is to create a
supportive environment
where team members
take on responsibilities
to work productively
and solve complex
problems on their own.
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10. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
High-Involvement
Management
• Moves power,
information,
knowledge, and
rewards farther
down the
organization.
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11. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Distributed Leadership
• A collection of roles
and behaviors that
can be divided,
shared, rotated,
and used
sequentially or
concomitantly in a
SMT environment.
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12. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Storming Performing
Forming
4
Stages
of
Group
Development Norming
Adjourning
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13. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Stages of Team Development
Storming
Less Commitment
Some Competence
Members become
dissatisfied with
the team as they
develop
confidence.
Forming
High Commitment
Low Competence
Members come
committed but
have not developed
competence in
working together.
Norming
Variable Commit.
High Competence
Commitment
changes while
competence
remains constant.
Performing
High Commitment
High Competence
Commitment and
competence remain
high
Appropriate Leadership Style
Autocratic Consultative Participative Empowerment
High Task
Low Relationship
High Task
High Relationship
Low Task
High Relationship
Low Task
Low Relationship
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