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Copyright © Houghton Mifflin Company. All rights reserved.12 - 1 How are teamwork and leadership related? A leadership style that promotes team building.

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Presentation on theme: "Copyright © Houghton Mifflin Company. All rights reserved.12 - 1 How are teamwork and leadership related? A leadership style that promotes team building."— Presentation transcript:

1 Copyright © Houghton Mifflin Company. All rights reserved How are teamwork and leadership related? A leadership style that promotes team building is positively associated with –Productivity –Profitability

2 Copyright © Houghton Mifflin Company. All rights reserved Team Building: Teamwork is often associated with –Reduced turnover –Cost reduction –Large production increases –Gains in quality –Improved customer service

3 Copyright © Houghton Mifflin Company. All rights reserved Team Building: Teamwork –Job gets done efficiently and harmoniously –Fewer interpersonal relations problems –Positive effect on the physical and psychological well-being of employees –Higher levels of job satisfaction and less stress

4 Copyright © Houghton Mifflin Company. All rights reserved Team Building: Synergy is another positive outcome of teamwork –The interaction of two or more parts to produce greater results than the sum of the parts taken individually Especially important when organizations value creativity

5 Copyright © Houghton Mifflin Company. All rights reserved Teamwork Doesn’t Come Naturally The concept of teamwork has been around a long time Many organizations work hard to get all employees to pull together as a team Most jobs today require ongoing interaction between coworkers and managers

6 Copyright © Houghton Mifflin Company. All rights reserved Teamwork Doesn’t Come Naturally Requires commitment and cooperation of every employee Requires meaningful employee participation in planning, solving problems, and developing ways to improve

7 Copyright © Houghton Mifflin Company. All rights reserved Teamwork Doesn’t Come Naturally Barriers –Some value individualism over teamwork –Conflict can cause a breakdown in relationships –Heavy workloads and long hours lead to weary employees Teamwork flourishes under strong leadership

8 Copyright © Houghton Mifflin Company. All rights reserved The Transition to Team-Based Structures Teams have become popular because they encourage participative management –Process of empowering employees to assume greater control of the workplace There are two common types of teams –Self-managed –Cross-functional

9 Copyright © Houghton Mifflin Company. All rights reserved Self-Managed Teams Assume responsibility for traditional management tasks as part of regular work routine

10 Copyright © Houghton Mifflin Company. All rights reserved Self-Managed Teams Typically –5 to15 members –cross train and rotate jobs within group Increases accountability Reduces time on dull and repetitive tasks Taps employees full potential

11 Copyright © Houghton Mifflin Company. All rights reserved Cross-Functional Teams Task groups staffed with a mix of specialists focused on a common objective

12 Copyright © Houghton Mifflin Company. All rights reserved Cross-Functional Teams Typically –Temporary units –Members from different departments Involve developing new work procedures or products, devising work reforms, or introducing new technology Often make decisions that directly influence improvements

13 Copyright © Houghton Mifflin Company. All rights reserved Real Teams Are Rare Greater use of teams in organizations Most "teams" are really single-leader work groups that rely on their leaders for –Purpose –Goals –Motivation –Assignments

14 Copyright © Houghton Mifflin Company. All rights reserved Real Teams Are Rare Using teams is not a quick fix –Can take one or two years for members to learn all the tasks they will perform as they rotate from job to job –Time for team to be comfortable Making decisions, scheduling work, hiring, training, and problem solving

15 Copyright © Houghton Mifflin Company. All rights reserved Real Teams Are Rare A real team –Draws its motivation more from its mission and goals than from its leader –Each member is accountable for the group's performance and results

16 Copyright © Houghton Mifflin Company. All rights reserved Team-Building Skills for Leaders In today’s environment, there is a high demand for individuals with strong leadership skills

17 Copyright © Houghton Mifflin Company. All rights reserved Team-Building Skills for Leaders Successful leaders share some behavioral characteristics Two of the most important are –Consideration –Structure These dimensions are separate and independent of each other

18 Copyright © Houghton Mifflin Company. All rights reserved Consideration Extent to which a manager’s relationships with workers are characterized by –Mutual trust –Respect for employees –Consideration of feelings –Warmth in interpersonal relationships –Good rapport –Two-way communication

19 Copyright © Houghton Mifflin Company. All rights reserved Structure Extent to which a supervisor is likely to direct workers toward goal attainment Managers actively direct group activities by –Scheduling –Planning –setting goals –Communicating information –Evaluating performance

20 Copyright © Houghton Mifflin Company. All rights reserved Improving Consideration Skills The effective use of consideration skills creates a positive work environment Leaders with consideration skills follow: –Law of empathy – sensitivity and awareness of the needs, feelings, and motivations of those they lead

21 Copyright © Houghton Mifflin Company. All rights reserved Improving Consideration Skills Practices that can improve consideration –Recognize accomplishments –Provide for early and frequent success –Take a personal interest in each employee –Establish a climate of open communication –Discover individual employee values

22 Copyright © Houghton Mifflin Company. All rights reserved Improving Structure Skills The supervisor who incorporates structure into his or her leadership style plays an active role in directing group activities. The team builder gives the group –Direction and standards –Maintains accountability

23 Copyright © Houghton Mifflin Company. All rights reserved Improving Structure Skills Practices that develop structure skills –Communicate your expectations –Encourage individual and team goal setting –Provide specific feedback often –Deal with poor performance immediately

24 Copyright © Houghton Mifflin Company. All rights reserved Additional Leadership Qualities Character Emotional intelligence –Both can be developed –Key to growth is self-awareness

25 Copyright © Houghton Mifflin Company. All rights reserved Character Personal standards of behavior –Honesty –Integrity –Moral strength Impossible to build trusting relationships without character

26 Copyright © Houghton Mifflin Company. All rights reserved Character Effective leadership characterized by –Honesty –Truthfulness –Straight dealing

27 Copyright © Houghton Mifflin Company. All rights reserved Emotional Intelligence Ability to monitor your own and others’ emotions and deal with them effectively Leaders with emotional intelligence are –More likely to detect friction and eliminate conflict –More flexible –Better situational leaders

28 Copyright © Houghton Mifflin Company. All rights reserved Teamwork: The Employee’s Role Most valued employees are willing to assume leadership roles and responsibilities Each team member should –assume an active part in helping the work unit achieve its mission –be a team builder

29 Copyright © Houghton Mifflin Company. All rights reserved Employees as Leaders Effective leaders are helping work team members develop leadership skills The team’s success does not always ride on one person Merit in establishing diversity of leadership within work group

30 Copyright © Houghton Mifflin Company. All rights reserved Valued Team Members Every employee has potential to be a leader Success often depends on your ability to be an effective team member

31 Copyright © Houghton Mifflin Company. All rights reserved Becoming a Valued Team Member Avoid becoming part of a clique or subgroup within the team Avoid any action that might sabotage the team Keep in mind that effective team membership depends on honest, open communication Do not feel the need to submerge your own strong believes, creative solutions, and ideas

32 Copyright © Houghton Mifflin Company. All rights reserved Total Person Insight Great challenges require great teamwork, and the quality most needed among teammates amid the pressure of a difficult challenge is collaboration….Each person brings something to the table that adds value to the relationship and synergy to the team. John C. Maxwell Author, The 17 Essential Qualities of a Team Player

33 Copyright © Houghton Mifflin Company. All rights reserved Summary Teamwork ensures that a job gets done and that it gets done efficiently Teamwork can mean the difference between a profitable and unprofitable organization Team-building leadership style is suited to today’s employees

34 Copyright © Houghton Mifflin Company. All rights reserved Summary Effective teamwork is informal and relaxed People are –Involved –Interested –Eager to participate in work-related problems Goals and objectives are clearly understood

35 Copyright © Houghton Mifflin Company. All rights reserved Summary Two dimensions of supervisory leadership –Consideration –Structure Additional qualities of effective managers –Character –Emotional intelligence

36 Copyright © Houghton Mifflin Company. All rights reserved Summary Effective work group members should assume leadership roles Each helps the group achieve its mission

37 Copyright © Houghton Mifflin Company. All rights reserved Summary Learn to understand your boss Assess your strengths Identify personal characteristics that might impede or facilitate a working relationship


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