1. Chapter 10
Leading Teams

2. Chapter Objectives
Turn a group of individuals into a collaborative team that achieves high performance through shared mission and collective responsibility.
Develop and apply the personal qualities of effective team leadership for traditional, virtual, and global teams.
Understand and handle the stages of team development, and design an effective team in terms of size, diversity, and levels of interdependence.
Handle conflicts that inevitably arise among members of a team.

3. Team
A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose

4. Ex. 10.1 Differences Between Groups and Teams
Has a designated, strong leader
Individual accountability
Identical purpose for group and organization
Performance goals set by others
Works within organizational boundaries
Individual work products
Organized meetings; delegation
Team
Shares or rotates leadership roles
Mutual/ind. accountability
Specific team vision or purpose
Performance goals set by team
Not inhibited by organizational boundaries
Collective work products
Mutual feedback, open-ended discussion, active problem-solving

5. Ex. 10.2 Stages of Team Development
Forming:
Orientation, break the ice
Leader: Facilitate social interchanges
Storming:
Conflict, disagreement
Leader: Encourage participation, surface differences
Norming:
Establishment of order and cohesion
Leader: help clarify team roles, norms, values
Performing:
Cooperation, problem solving
Leader: Facilitate task accomplishment

6. Ex. 10.3 Evolution of Teams and Team Leadership
Cross-Functional Team
Coordinates across organization boundaries for change projects
Leader gives up some power
Special purpose team, problem-solving team
Self-Directed Team
Autonomous, defines own boundaries
Member-centered
Self-managed team
Functional Team
Grouping individuals by activity
Leader centered
Vertical or command team
Need for traditional leadership Need for team leadership

7. Interdependence Interdependence Pooled Interdependence
The extent to which team members depend on each other for information, resources, or ideas to accomplish their tasks
Pooled Interdependence
The lowest form of team interdependence; members are relatively independent of one another in completing their work

8. Interdependence (contd.)
Sequential Interdependence
Serial form of interdependence in which the output of one team member becomes the input to another team member
Reciprocal Interdependence
Highest form of interdependence; members influence and affect one another in reciprocal fashion

9. Leading Effective Teams
Team effectiveness: the extent to which a team achieves four performance outcomes: innovation/adaptation, efficiency, quality, and employee satisfaction
Team cohesiveness: the extent to which members stick together and remain united in the pursuit of a common goal

10. Team Leadership Roles Task-Specialist Role Socio-Emotional Role
Team leadership role associated with initiating new ideas, evaluating the team’s effectiveness, seeking to clarify tasks and responsibilities, summarizing facts and ideas for others, and stimulating others to action
Socio-Emotional Role
Team leadership role associated with facilitating others’ participation, smoothing conflicts, showing concern for team members’ needs and feelings, serving as a role model, and reminding others of standards for team interaction

11. Ex. 10.4 Two Types of Team Leadership Roles
Task-Specialist Behavior
Socio-Emotional Behavior
Propose solutions and initiate new ideas
Encourage contributions by others; draw out others’ ideas by showing warmth and acceptance
Evaluate effectiveness of task solutions; offer feedback on others’ suggestions
Smooth over conflicts between members; reduce tension and help resolve differences
Seek information to clarify tasks, responsibilities, and suggestions
Be friendly and supportive of others; show concern for members’ needs and feelings
Summarize ideas and facts related to the problem at hand
Maintain standards of behavior and remind others of agreed-upon norms and standards for interaction
Energize others and stimulate the team to action
Seek to identify problems with team interactions or dysfunctional member behavior; ask for others’ perceptions

12. Virtual Team
A team made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies

13. Ex. 10.5 Differences Between Conventional, Virtual, and Global Teams
Type of Team
Spatial Distance
Communications
Member Cultures
Leader Challenge
Conventional
Colocated
Face to face
Same
High
Virtual
Scattered
Mediated
Higher
Global
Widely scattered
Different
Very high

14. Global Teams
Teams made up of culturally diverse members who live and work in different countries and coordinate some part of their activities on a global basis

15. Ex. 10.6 A Model of Styles to Handle Conflict
Assertive
Competing
Collaborating .
Assertiveness
Compromising
(Attempting to satisfy one’s own concerns) . .
Avoiding
Accommodating
Unassertive
Uncooperative
Cooperative
Cooperativeness
(Attempting to satisfy the other party’s concerns)