1. Team Leadership
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2. Learning Outcomes After studying this chapter, you should be able to:
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
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3. Learning Outcomes (cont’d)
After studying this chapter, you should be able to:
Discuss the three parts of meetings.
Define the key terms listed at the end of the chapter.
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4. 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?
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5. Groups and Teams and Performance
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.
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7. Exhibit 12–1 ● Groups versus Teams
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8. 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 not team players?
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9. Exhibit 12–2 ● Group Performance Model
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10. Group Structure Group Type Group Composition Group Leadership
Group Objectives
Group Size
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11. Group Types Formal Groups Informal Groups Functional Groups
Recognized (and established) by the organization.
Informal Groups
Self-formed, not officially recognized by the organization.
Functional Groups
Members from a limited organizational area.
Cross-Functional Groups
Members from different organizational areas and/or levels.
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12. Exhibit 12–3 ● Functional and Cross-Functional Groups
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13. Group Types (cont’d) Command Groups Task Groups Global Virtual Team
Consists of managers and their employees.
Task Groups
Consists of employees selected to work on a specific objective.
Task Force
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.
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14. Group Size, Structure, Composition, and Leadership
Teams
versus
Groups
Groups tend to be larger than teams
Teams tend to have few members
Number in Group
Groups are more formal and tend toward autocratic leadership
Teams are informal and tend to have participative leadership
Leadership and Structure
Members should be diverse and have complementary skills
Diverse teams outperform homogeneous groups
Group Composition
Groups have broadly-defined (organizational) objectives
Teams develop their own objectives
Leadership and Objectives
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15. Exhibit 12–4 ● Dimensions of Group Structure
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16. Group Process Group Process Group Process Dimensions
The patterns of interactions that emerge as members perform their jobs.
Group Process Dimensions
Include roles, norms, cohesiveness, status, decision making, and conflict resolution.
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17. Group Process (cont’d)
Group Roles
Task roles
Members who do and say things that directly aid 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 the themselves.
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19. Group Process (cont’d)
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.
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20. 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?
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21. Group Process (cont’d)
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
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22. Group Process (cont’d)
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, etc.
High status members have a strong influence on the group and its performance.
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23. Exhibit 12–5 ● Dimensions of the Group Process
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25. Stages of Group Development and Styles of Leadership
1. Orientation Autocratic leadership
2. Dissatisfaction Consultative leadership
3. Resolution Participative leadership
4. Production Empowerment leadership
5. Termination
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26. Model 12–1 ● Stages of Group Development and Leadership Styles
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27. 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.
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28. Leadership Skills for Meetings
Planning Meetings
Objectives
Participants and Assignments
Agenda
Date, Place and Time
Leadership
Technology
Conducting Meetings
Three Parts of Meetings
Identify Objectives
Cover agenda items
Summarize and review assignments
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29. Exhibit 12–6 ● Meeting Plan
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30. Leadership Skills for Meetings (cont’d)
Handling Problem Members
Silent Type
Talker
Wanderer
Bored Member
Arguer
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31. Copyright © 2011 Cengage Learning. All rights reserved.

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