1. Chapter 18
Leading Teams

2. Why Teams at Work? Work in organizations is interdependent
What is a team?
Two or more people who interact and coordinate their work toward a goal
The Dilemma of Teams
We have to give up our independence
We have to put up with free riders
Teams are sometimes dysfunctional
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3. 18.1 Differences Between Groups and Teams
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4. 18.2 Five Common Dysfunctions of Teams
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5. How to Make Teams Effective
Successful teams don’t just happen
Team members should consider:
Defining roles
Establishing norms
Setting goals
Work-team effectiveness is based on:
Productive output
Personal satisfaction
Capacity to adapt and learn
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6. 18.3 Work Team Effectiveness Model
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7. Model of Team Effectiveness
Teams size and roles are important
Team characteristics influence processes
Good team leaders understand and manage stages of team development
Team members and leaders must direct processes in a positive manner
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8. Effective Team Leadership
Rally people around a purpose
Share power
Admit ignorance
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9. Types of Teams Formal Team – defined by formal organization structure
Vertical: functional or command team
Horizontal: committee with cross-functional membership
Special Purpose: project teams
Self Directed Teams – supervised by elected employee
Diverse skills and functions
Access to resources
Team is empowered to make decisions
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10. 18.4 Horizontal and Vertical Teams in an Organization
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11. Innovative Use of Teams
Virtual Teams
Use technology to build relationships
Shape culture through technology
Monitor progress and reward members
Global Teams
Cross-border work teams
Members from different nationalities
May operate virtually
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12. 18.5 What Effective Virtual Team Leaders Do
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13. Design teams for effectiveness
Team Characteristics
Design teams for effectiveness
Size
Team performance and productivity peaks at five members
Diversity
Diverse skills, knowledge, and experience produces innovative solutions
Member Roles
Teams must focus on both task and social roles
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14. Task Performance and Social Satisfaction
Socioemotional Role
Encouraging
Harmonizing
Reducing Tension
Following
Compromising
Task Specialist Role
Initiating ideas
Giving opinions
Seeking information
Summarizing
Energizing
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15. Stages of Team Development
Forming – orientation and acquaintance
Storming – personalities and roles emerge
Norming – conflicts develop
Performing – focus on problem solving
Adjourning - disbandment
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16. 18.6 Five Stages of Team Development
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17. Team Cohesiveness Determinants of Team Cohesiveness
Team interaction
Shared goals
Personal attraction to the team
Consequences of Team Cohesiveness
Morale
Productivity
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18. Team Norms
Team norms – a standard of conduct that is shared by team members and guides their behavior
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19. 18.7 Four Ways Team Norms Develop
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20. Managing Team Conflict
Teams deal with task conflict and relationship conflict
Balancing Conflict and Cooperation
Conflict can help eliminate groupthink
Conflict can cause morale and productivity problems
Causes of Conflict
Competition over resources
Communication breakdowns
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21. 18.8 Balancing Conflict and Cooperation
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22. Styles to Handle Conflict
Competing style
Avoiding style
Compromising style
Accommodating style
Collaborating style
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23. 18.9 A Model of Styles to Handle Conflict
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24. Team Conflict Tools
Superordinate goals – vision compels people to overcome conflict and cooperate
Mediation – allowing third party to help with disputes
Negotiation
Integrative or disruptive
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25. Reaching a Win-Win Solution
Separate the people from the problem
Focus on interests, not current demands
Generate many alternatives for mutual gain
Insist that results be based on objective standards
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26. Work-Team Effectiveness
Productive Output
Satisfaction of Members
Capacity to Adapt and Learn
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