Leading and Working in Teams Chapter 7

Case: Museum of Springfield What are the problems?

What we can Apply: Kinds of communication that distinguishes a group from a team Advantages and disadvantage working face-to-face and virtually Approaches to leadership, relating to teammates, and power Guidelines for effective communication

The Importance of Working Together The amount of research done as a team has increased in virtually every scientific field In multimedia, working on a team is the top nontechnical job skill identified Teams have advantages over individuals Productivity is an advantage Teams produce more solutions Demonstrate more commitment and enthusiasm for creation (Adler, Elmhorst, & Lucas, 2013)

Characteristics of Work Groups Size (more than 2, optimal size: 5 or 7, no more than 20 Shared Purpose (collective goal) Interaction Over Time (shared standards of behavior and expectations/ norms and roles) Interdependence (dependence on one another) Identity (distinction as group- formally or nonformally)

Becoming a Team Focus is on “team” challenges and goals, not individual Members produce collective work Work is shaped collectively and cooperatively by leader and members

A Winning Team Clear and inspiring shared Goals A results-driven structure Competent team members Unified commitment Collaborative climate Standards of excellence External support and recognition Principled Leadership

Virtual Teams- working together apart Tips (Technology tip, pg. 190) Technology can help teams connect Virtual teams can be equally or more efficient Established teams can excel Can boost efficiency of people who work close (under the same roof) Everyone is more equal Technology permits inexpensive/ synchronous meetings

Leadership Trait Approach- all leaders possess common traits that lead to effectiveness (physical attractiveness, sociability, desire, originality, intelligence) [1930’s] Style Approach- managerial styles as influence (authoritarian, democratic, laissez-faire) [1940’s] Contingency Approach- “best” style is flexible or situational (task oriented or relationship oriented) [Fred Fieldler]

Leader-Member Exchange (LMX) Theory suggest different relationships with different members Multiple relationships Each one unique Leaders have limited time and energy Cannot provide equal amount of resources Producing high quality “insiders” (positive/ supportive) or low quality “outsiders” (less interactive: threatening, competitive, defensive) relationships

Emergent/ Designated or Self- Directed Power Position Power (title) Coercive Power (punish) Reward Power Expert Power (expertise in training or education) Referent Power (influence) Information Power (obscure knowledge/ useful) Connection Power (networking/ nepotism)

Being Effective Fill Functional Roles (Table 7-2, pg. 199) Recognize Both Team and Personal Goals (Table 7-3, pg. 201) Promote Desirable Norms (Table 7-4, pg. 203) Promote Cohesiveness Shared and Compatible Goals, Progress, Shared Norms and Values, Minimum Threats, Interdependence, External Threats that promote closeness, Shared Team Experiences

Avoid Excessive Conformity/ Group Think/ Risky Shift Illusion that group is invulnerable Tendency to rationalize or discount negative information Willingness to ignore ethical or moral consequences Stereotyped views Team pressure Self-censorship Illusion of unanimity mindguards