1. Chapter 8
Team Leadership

2. Summary of Lecture 16 Group VS Team Types of Groups
Group Development Stages
Group Think
Social Loafing

3. Learning Objectives Building successful team Types of Team Teamwork
Team Leader role
Team Creativity
Team Decision Making

4. Individual contributions collective work products
Groups vs. Teams
In team members have complementary skills and are committed
to a common purpose or set of performance goals for which they hold
themselves mutually accountable
Groups
Teams
vs.
Individual contributions
and
collective work products
Performance
depends on...
Accountability for
outcomes rests on...
Individual outcomes
Mutual outcomes
Individual and common
goals
Common goals and
commitment to purpose
Members are
interested in...
Demands of management
Self-imposed demands
Responsive
to...

5. TEAM T = Together E = Everyone A = Accomplishes M = More
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

6. Building Successful Teams
Diversify team membership
Keep teams small in size (size of 12 to 25)
Select the right team members
Train, train, train
Clarify goals
Link individual rewards to team performance
Use appropriate performance measures
Promote trust
Encourage participation
Cultivate team spirit and social support
Foster communication and co-operation
Emphasize the urgency of the team’s task
Clarify the rules of behavior
Regularly confront teams with new facts
Acknowledge and reward vital contributions to the team
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

7. Self-Managed Work Teams Cross-Functional Teams
Types of Teams
Work Teams
(concerned with products
and services)
Improvement Teams
(concerned with improving
effectiveness of processes )
Purpose or mission
Temporary
(exist for a finite period)
Permanent
(remain intact as long as
the organization exists)
Time
Work Groups
(leaders make decisions
for group members)
Self-Managed Work Teams
(team members make
their own key decisions)
Degree of autonomy
Intact
(work within own
specialty area)
Cross-Functional Teams
(members from several
different specialties)
Authority structure

8. No matter what you are trying to do, TEAMS are the most effective way to get the job done.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

9. Teamwork ADVANTAGES DISADVANTAGES Synergy
Avoids major errors
Faster, better decisions
Continuous improvement
Innovation
Stimulates self-motivation
Greater job satisfaction
Needs fulfillment
DISADVANTAGES
- Pressure to conform to group
standards and conduct
-Autonomy issue
- Ostracized for productivity
- Social loafing
- Groupthink
- Inter-group conflicts
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

10. Team Effectiveness Meet performance targets
Team effectiveness is determined by
1 task performance
2 group work
3 individual satisfaction
4 Enable to attain organizational goals with fewer resources
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

11. Team Effectiveness Norms guide team members' actions and behavior
Influence how they perceive and interact with each other, make decisions, and solve problems
Team leader pay vital role in defining norms
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

12. Team Leadership
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

13. Team Leadership Effective team leader encourage norms
Knowledge in team processes
Understand people and their needs
Interpersonal and communications skills
Coordinate team activities and motivate team members

14. 9 Team Leader’s Roles in creating effective teams
1. Emphasize group recognition and rewards.
2. Identify and build on team’s strengths.
3. Develop trust and a norm of teamwork.
4. Develop team’s capabilities to anticipate and deal with change.
5. Empower teams to accomplish work with minimal interference.
6. Inspire and motivate team toward higher levels of performance.
7. Recognize individual and team needs and timely attend to them.
8. Encourage and support team decisions.
9. Provide team with challenging and motivating work.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

15. 9 Organizations’ Roles in creating effective teams
1. Top management’s unconditional support.
2. Adequate information and other resources.
3. Flexible task structure.
4. Appropriate size and membership mix.
5. Clearly defined mission statement and goals.
6. Appropriate power sharing structure - shared leadership.
7. Competent team leadership.
8. Evaluation and solicitation of feedback on team effectiveness.
9. Adequate socialization of team members.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

16. Team Cohesiveness
Effective team has high level of autonomy, interdependence and cohesiveness
Team cohesion is “the extent to which members band together and remain committed to achieve team goals
In effective team interdependence is built around team's goals, rewards, and job structure
Pooled, sequential and reciprocal independence
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

17. Team Composition and Structure
Team composition focus on characteristics of team members
Multicultural, multifunctional and multinationals characteristics
Diversity increases creativity
Team structure refers to allocation of tasks, responsibilities, and authority
High involvement in decision, diversified knowledge, autonomy, and variety of task has motivational characteristic
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

18. 3. Discuss perceptions & assumptions.
Post Activity Reviews and Dialogue Sessions facilitate team learning by:
Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders.
3. Discuss perceptions & assumptions.
Analyze reasons for success and failure
Summary
Heading. Text.
Reviewing what went well and what can be improved
Discuss perceptions and assumptions (suggestions)

19. Types of Teams Functional Team Cross Functional Team Self Managed Team
Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders.
Functional Team
Need for
Traditional
Leadership
Types of
Teams
Cross Functional
Team
Summary
Heading. Text.
Self Managed
Team
Need for
Team
Leadership
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

20. Functional Teams Sometimes referred to as Problem Solving Teams
Groups of a line manager and 5 to 12 employees, all from the same department, who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.
Hierarchical structure and control
More traditional leadership and centralized control
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

21. Cross-Functional Teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task or project
Some members can be from outside the organization
Cross fertilization of ideas
Virtual team concept
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

22. Effective Cross Functional Team
1 Develop consensus around common vision or mission focus on organizational outcomes
2 Implement team based measures, feedback, and reward
3 Effective leadership and top management support
4 Team building, skills development, and team training
5 Assemble the right skills
6 Right size
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

23. Self-Managed Teams
Groups of 10 to 15 people, from different departments who
take on responsibilities of their former supervisors to manage
the team and achieve its goals
Relatively more autonomy and decision making power
Leadership role is rotated among members
Mutual responsibility of performance and goals
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

24. Skill Set Required of a High Performance Team
Technical expertise
Problem-solving and decision-making skills
Interpersonal skills
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

25. Team Creativity
The process of generating new ideas, products, processes, or services
The creation of valuable, useful new products, services, ideas, procedures, or processes by individuals working together in a complex social system through discovery rather than performing predetermined routine activities and procedures
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

26. Team Creativity High use of creativity
More valuable than great financial resource
Organizations survive and thrive
Important for Self-Managed Teams
Autonomy, performance management system, team bonuses, stable team composition, team continuity, and sufficient resources
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

27. Organizational practices supporting team creativity
Flexibility
Adequate Resources
Organizational practices
supporting team creativity
Supporting climate
And culture
Recognition and
Reward
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

28. Four Team Leader Practices That Support Creativity
Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders.
Members Matched
Four
Team Leader
Practices
That
Support
Creativity
Autonomy for
Members
Summary
Heading. Text.
Protection against
Creativity Blockers
Adequate time and
money
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

29. Blocks to Creativity Structural problems Lack of technical expertise
High levels of technical expertise & experience can lead to relying on past solutions
Creative people don’t like to have their ideas and creations evaluated
Lack of autonomy & flexibility
Lack of incentives
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

30. Steps to Improve Creativity
Brainstorming
Seeing one thing as something else
Encouragement by leaders
Reward success
Never punish failure
Form diverse problem-solving groups
Ensure the proper level of technical expertise in problem- solving groups
Conducive work environment and culture (Example of: KRL Scientists)
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

31. TEAM Creativity Organization should
1 Provide adequate and quality resources
2 Provide appropriate recognition and rewards
3 Provide flexibility and minimum amount of structure
4 Provide supportive climate and culture
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

32. How to Lead Creative Followers
Set goals
Use high participation in goal setting
Provide adequate resources
Reduce time pressures
But keep followers on track
Consider nonmonetary as well as monetary rewards
Monetary rewards can be seen as “controlling”
Recognize that creativity is evolutionary, not revolutionary
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

33. Team Decision Making Advantages 1 Improve decision quality
2 Multilevel and multifunctional participation is required
3 Support of organizational members (cost cutting efforts)
4 Greater understanding of nature of problem and solution
5 High commitment
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

34. Team Decision Making Disadvantages 1 Time consuming
2 At time manager can make more relevant and informed decision
3 Self serving bias
4 Compromise rather optimal solution
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

35. Discussion Questions
Discussion Question 1: Describe the team leader’s role in team performance?
Discussion Question 2: Give advice to team leader to increase team performance?
Discussion Question 3: Creativity often believe to be output of individual efforts, can team efforts also produce creativity?
Discussion Question 4: In your opinion organization can benefit more from individual efforts or team efforts?

36. Summary Building successful team Types of Team Teamwork
Team Leader role
Team Creativity
Team Decision Making