1. How are teamwork and leadership related?
A leadership style that promotes team building is positively associated with
Productivity
Profitability
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2. Team Building: Teamwork is often associated with Reduced turnover
Cost reduction
Large production increases
Gains in quality
Improved customer service
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3. 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
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4. 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
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5. 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
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6. 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
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7. 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
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8. 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
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9. Self-Managed Teams
Assume responsibility for traditional management tasks as part of regular work routine
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10. Self-Managed Teams Typically Increases accountability
5 to15 members
cross train and rotate jobs within group
Increases accountability
Reduces time on dull and repetitive tasks
Taps employees full potential
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11. Cross-Functional Teams
Task groups staffed with a mix of specialists focused on a common objective
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12. 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
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13. 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
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14. 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
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15. 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
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16. Team-Building Skills for Leaders
In today’s environment, there is a high demand for individuals with strong leadership skills
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17. 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
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18. 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
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19. 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
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20. 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
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21. 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
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22. 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
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23. 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
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24. Additional Leadership Qualities
Character
Emotional intelligence
Both can be developed
Key to growth is self-awareness
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25. Character Personal standards of behavior
Honesty
Integrity
Moral strength
Impossible to build trusting relationships without character
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26. Character Effective leadership characterized by Honesty Truthfulness
Straight dealing
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27. 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
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28. 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
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29. 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
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30. Valued Team Members Every employee has potential to be a leader
Success often depends on your ability to be an effective team member
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31. 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
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32. 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
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33. 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
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34. Summary Effective teamwork is informal and relaxed People are
Involved
Interested
Eager to participate in work-related problems
Goals and objectives are clearly understood
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35. Summary Two dimensions of supervisory leadership
Consideration
Structure
Additional qualities of effective managers
Character
Emotional intelligence
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36. Summary Effective work group members should assume leadership roles
Each helps the group achieve its mission
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37. Summary Learn to understand your boss Assess your strengths
Identify personal characteristics that might impede or facilitate a working relationship
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