1. Developing and Leading Effective Teams
Chapter 11

2. Work Teams: Types, Effectiveness, and Stumbling Blocks
a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
Team
a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

3. Work Teams: Types, Effectiveness, and Stumbling Blocks
The essence of a team is common commitment
Without it, groups perform as individuals; with it, they become a powerful unit of collective performance
The essence of a team is common commitment .
Without it, groups perform as individuals; with it, they become a powerful unit of collective performance

4. The Evolution of a Team
Table 11-1 shows the evolution of a team.

5. Four General Types of Work Teams and Their Outputs
Four general types of work teams listed in Table 11–2 are (1) advice, (2) production, (3) project,
and (4) action. Four key variables in Table 11–2 deal with technical specialization, coordination,
work cycles, and outputs.

6. A General Typology of Work Teams
Advice teams
created to broaden the information base for managerial decisions
Production Teams
responsible for performing day-to- day operations
Advice teams
created to broaden the information base for managerial decisions
Production Teams
responsible for performing day-to-day operations

7. A General Typology of Work Teams
Project Teams
require creative problem solving, often involving the application of specialized knowledge
time is critical
Action Teams
High specialization is combined with high coordination
best exemplified by a baseball team
Project Teams
require creative problem solving, often involving the application of specialized knowledge
time is critical
Action Teams
High specialization is combined with high coordination
best exemplified by a baseball team

8. Effective Work Teams
Figure 11–1 lists two effectiveness criteria for work teams: performance and viability. Also, as indicated in Figure 11–1 , work teams require a team-friendly organization if they are to be effective.

9. Effective Work Teams Team viability
defined as team members’ satisfaction and continued willingness to contribute.
Team viability
defined as team members’ satisfaction and continued willingness to contribute.

10. How Strong Are Your Teamwork Competencies?
Notice in Table 11–3 the importance of group problem solving, mentoring, and conflict management skills.

11. Why Work Teams Fail
The main threats to team effectiveness, according to the center of Figure 11–2 , are unrealistic expectations
leading to frustration. On the left side of Figure 11–2 is a list of common management mistakes.
These mistakes generally involve doing a poor job of creating a supportive environment for teams and teamwork. The lower-right portion of Figure 11–2 lists common problems for team members.

12. Characteristics of Effective Teamwork
Real teamwork requires a concerted collective effort (see Table 11–4 ). It requires lots of tolerance, practice, and trial-and-error learning.
Using Table 11–4 as a guide, have you ever personally experienced real teamwork?

13. Cooperation
Individuals are said to be cooperating when their efforts are systematically integrated to achieve a collective objective.
The greater the integration, the greater the degree of cooperation.
Individuals are said to be cooperating when their efforts are systematically integrated to achieve a collective objective.
The greater the integration, the greater the degree of cooperation.

14. Research Support for Cooperation
Cooperation is superior to competition in promoting achievement and productivity.
Cooperation is superior to individualistic efforts in promoting achievement and productivity.
Cooperation without intergroup competition promotes higher achievement and productivity than cooperation with intergroup competition
Cooperation is superior to competition in promoting achievement and productivity.
Cooperation is superior to individualistic efforts in promoting achievement and productivity.
Cooperation without intergroup competition promotes higher achievement and productivity than cooperation with intergroup competition

15. Trust Trust Propensity to trust
Reciprocal faith in others’ intentions and behavior
Propensity to trust
A personality trait involving one’s general willingness to trust others.
Trust
Reciprocal faith in others’ intentions and behavior
Propensity to trust
A personality trait involving one’s general willingness to trust others.

16. Interpersonal Trust Involves a Cognitive Leap
Trust involves “a cognitive ‘leap’ beyond the expectations that reason and experience
alone would warrant” 44 (see Figure 11–3 ).

17. How to Build Trust Communication Support Respect Fairness
Predictability
Competence
1. Communication. Keep team members and employees informed
by explaining policies and decisions and providing accurate feedback.
Be candid about one’s own problems and limitations. Tell the truth.
2. Support. Be available and approachable. Provide help, advice,
coaching, and support for team members’ ideas.
3. Respect. Delegation, in the form of real decision-making authority,
is the most important expression of managerial respect. Actively
listening to the ideas of others is a close second. (Empowerment,
discussed in Chapter 15, is not possible without trust.)
4. Fairness. Be quick to give credit and recognition to those who
deserve it. Make sure all performance appraisals and evaluations
are objective and impartial.
5. Predictability. Be consistent and predictable in your daily affairs. Keep both
expressed and implied promises.
6. Competence. Enhance your credibility by demonstrating good business sense,
technical ability, and professionalism.

18. How to Build Trust Trust needs to be earned; it cannot be demanded.
Trust is anchored to credibility —
“developing the integrity, intent, capabilities, and results that make you believable , both to yourself and to others.”
Trust needs to be earned; it cannot be demanded.
Trust is anchored to credibility —
“developing the integrity, intent, capabilities, and results that make you believable , both to yourself and to others.”

19. Cohesiveness Cohesiveness
a process whereby “a sense of ‘we-ness’ emerges to transcend individual differences and motives
Cohesiveness
a process whereby “a sense of ‘we-ness’ emerges to transcend individual differences and motives

20. Cohesiveness
Cohesive group members stick together for one or both of the following reasons:
they enjoy each others’ company
they need each other to accomplish a common goal.
Cohesive group members stick together for one or both of the following reasons:
they enjoy each others’ company
they need each other to accomplish a common goal.

21. Cohesiveness Socio-emotional cohesiveness Instrumental cohesiveness
a sense of togetherness that develops when individuals derive emotional satisfaction from group participation.
Instrumental cohesiveness
a sense of togetherness that develops when group members are mutually dependent on one another because they believe they could not achieve the group’s goal by acting separately
Socio-emotional cohesiveness
a sense of togetherness that develops when individuals derive emotional satisfaction from group participation.
Instrumental cohesiveness
a sense of togetherness that develops when group members are mutually dependent on one another because they believe they could not achieve the group’s goal by acting separately

22. Lessons from Group Cohesiveness Research
There is a small but statistically significant cohesiveness→performance effect.
The cohesiveness→performance effect was stronger for smaller and real groups
The cohesiveness→performance effect becomes stronger as one moves from nonmilitary real groups to military groups to sports teams.
• There is a small but statistically significant cohesiveness→performance
effect.
• The cohesiveness→performance effect was stronger for smaller and real
groups (as opposed to contrived groups in laboratory studies).
• The cohesiveness→performance effect becomes stronger as one moves from
nonmilitary real groups to military groups to sports teams.
• Commitment to the task at hand (meaning the individual sees the performance
standards as legitimate) has the most powerful impact on the
cohesiveness→performance linkage.

23. Steps Managers Can Take to Enhance the Two Types of Group Cohesiveness
Research tells us that group cohesiveness is no secret weapon in the quest for improved
group or team performance. The trick is to keep task groups small, make
sure performance standards and goals are clear and accepted, achieve some early
successes, and follow the tips in Table 11–5 .

24. Basic Distinctions between Virtual Teams and Self-Managed Teams
As indicated in Table 11–6 , the two types of teams are distinct but not totally unique. Overlaps exist.

25. Virtual Teams
Virtual team
physically dispersed task group that conducts its business primarily through modern information technology
Virtual team
physically dispersed task group that conducts its business primarily through modern information technology

26. Research Insights
Virtual groups formed over the Internet follow a group development process similar to that for face-to-face groups
Internet chat rooms create more work and yield poorer decisions than face-to-face meetings and telephone conferences
Inspirational leadership has a positive impact on creativity in electronic brainstorming groups
Conflict management is particularly difficult for asynchronous virtual teams that have no opportunity for face-to-face interaction
Virtual groups formed over the Internet follow a group development process similar to that for face-to-face groups
Internet chat rooms create more work and yield poorer decisions than face-to-face meetings and telephone conferences
Inspirational leadership has a positive impact on creativity in electronic brainstorming groups
Conflict management is particularly difficult for asynchronous virtual teams that have no opportunity for face-to-face interaction

27. Practical Considerations
Meaningful face-to-face contact, especially during early phases of the group development process, is absolutely essential
Periodic face-to-face interaction not only fosters social bonding among virtual team members, it also facilitates conflict resolution.
Meaningful face-to-face contact, especially during early phases of the group development process, is absolutely essential
Periodic face-to-face interaction not only fosters social bonding among virtual team members, it also facilitates conflict resolution.

28. How to Create and Manage a Virtual Team
Virtual teams cannot succeed without some old-fashioned factors such as top-management support, hands-on training, a clear mission and specific objectives, effective leadership, and schedules and deadlines. (See the practical tips listed in Table 11–7 .)

29. Self-Managed Teams Self-managed teams
Groups of employees granted administrative oversight for their work.
Accountability is maintained indirectly by outside managers and leaders
Self-managed teams
Groups of employees granted administrative oversight for their work.
Accountability is maintained indirectly by outside managers and leaders

30. Self-Managed Teams
Team advisers rely on four indirect influence tactics:
Relating
Scouting
Persuading
Empowering
Team advisers rely on four indirect influence tactics:
• Relating. Understanding the organization’s power structure, building trust,
showing concern for individual team members.
• Scouting. Seeking outside information, diagnosing teamwork problems,
facilitating group problem solving.
• Persuading. Gathering outside support and resources, influencing team to
be more effective and pursue organizational goals.
• Empowering. Delegating decision-making authority, facilitating team
decision-making process, coaching.

31. Are Self-Managed Teams Effective?
Self-managed teams had:
A positive effect on productivity.
A positive effect on specific attitudes relating to self-management
No significant effect on general attitudes
No significant effect on absenteeism or turnover
Self-managed teams had:
A positive effect on productivity.
A positive effect on specific attitudes relating to self-management
No significant effect on general attitudes
No significant effect on absenteeism or turnover

32. Team Building Team building
Experiential learning aimed at better internal functioning of groups.
Team building
Experiential learning aimed at better internal functioning of groups.

33. Ways to Empower Self-Managed Teams
Experts say the trend toward self-managed work teams will continue upward in North America because of a strong cultural
bias in favor of direct participation (see Table 11–8 ). Managers need to be prepared for the resulting shift in organizational administration

34. Attributes of High-Performance Teams
Participative leadership
Shared responsibility
Aligned on purpose
High communication
Future focused
Focused on task
Creative talents
Rapid response
1. Participative leadership. Creating an interdependency by empowering, freeing
up, and serving others.
2. Shared responsibility. Establishing an environment in which all team members
feel as responsible as the manager for the performance of the work unit.
3. Aligned on purpose. Having a sense of common purpose about why the team
exists and the function it serves.
4. High communication. Creating a climate of trust and open, honest
communication.
5. Future focused. Seeing change as an opportunity for growth.
6. Focused on task. Keeping meetings focused on results.
7. Creative talents. Applying individual talents and creativity.
8. Rapid response. Identifying and acting on opportunities

35. Assessing the Effectiveness of Team Building
Reaction
How did the participants feel about the activity?
Learning
Did the experience increase knowledge or improve skills?
Reaction
How did the participants feel about the activity?
Learning
Did the experience increase knowledge or improve skills?

36. Assessing the Effectiveness of Team Building
Behavior
Did participants’ on-the-job behavior improve as a result of the activity?
Results
Did participants subsequently achieve better measurable results?
Behavior
Did participants’ on-the-job behavior improve as a result of the activity?
Results
Did participants subsequently achieve better measurable results?

37. Team Leadership
Team leadership aimed at building group cohesiveness and limiting conflict tended to enhance team performance
A coaching style of leadership was effective for charismatic leaders when dealing with team members having low self-efficacy
Treating members as separate individuals and applying differentiated leadership may result in some loss of group effectiveness
Team leadership aimed at building group cohesiveness and limiting conflict tended to enhance team performance
A coaching style of leadership was effective for charismatic leaders when dealing with team members having low self-efficacy
Treating members as separate individuals and applying differentiated leadership may result in some loss of group effectiveness