1. LEADING TEAMS Damon Burton University of Idaho

2. 5 DISFUNCTIONS OF TEAMS Absence of Trust – great teams trust each other deeply and share their hopes, fears and ideas. Absence of Trust – great teams trust each other deeply and share their hopes, fears and ideas. Fear of Conflict – trust promotes passionate dialogue, but it also prompts disagreement, questioning and challenging. Fear of Conflict – trust promotes passionate dialogue, but it also prompts disagreement, questioning and challenging. Lack of Commitment – great teams promote genuine commitment for important decisions. Lack of Commitment – great teams promote genuine commitment for important decisions.

3. 5 DISFUNCTIONS OF TEAMS -2 Avoidance of Accountability – great teams hold each other accountable and don’t have to rely on the leader to enforce accountability. Avoidance of Accountability – great teams hold each other accountable and don’t have to rely on the leader to enforce accountability. Inattention to Results – members of great teams set aside their own needs and agendas to focus on goals of the team. Team results define success. Inattention to Results – members of great teams set aside their own needs and agendas to focus on goals of the team. Team results define success.

4. ORGANIZATIONAL TEAMS Organizational Teams – represents a fundamental change in how work is organized. Organizational Teams – represents a fundamental change in how work is organized. Work Teams – function both with and without leaders and they handle all issues and problems that may arise within their job description. Work Teams – function both with and without leaders and they handle all issues and problems that may arise within their job description. Typical Duties – include hiring and firing, scheduling, quality control, budget management and disciplinary actions. Typical Duties – include hiring and firing, scheduling, quality control, budget management and disciplinary actions.

5. What is a team?

6. WHAT IS A TEAM? Team – is a unit of 2 or more people who interact and coordinate their work to accomplish a shared goal or purpose. Team – is a unit of 2 or more people who interact and coordinate their work to accomplish a shared goal or purpose. Team Interaction – people in a team work together regularly. Team Interaction – people in a team work together regularly. Team Focus – team members share a goal but roles and responsibilities often have to be worked out within the team. Team Focus – team members share a goal but roles and responsibilities often have to be worked out within the team.

7. LEADERSHIP LESSONS FROM GEESE

8. What is the difference between groups and teams?

9. 9 DIFFERENCES BETWEEN GROUPS AND TEAMS Group has a designated, strong leader has a designated, strong leader individual accountability individual accountability identical purpose for group and organization identical purpose for group and organization performance goals set by others performance goals set by others works within organizational boundaries works within organizational boundaries individual work products individual work products organized meetings; delegation organized meetings; delegationTeam shares or rotates leadership roles shares or rotates leadership roles mutual/ind. accountability mutual/ind. accountability specific team vision or purpose specific team vision or purpose performance goals set by team performance goals set by team not inhibited by organizational boundaries not inhibited by organizational boundaries collective work products collective work products mutual feedback, open- ended discussion, active problem-solving mutual feedback, open- ended discussion, active problem-solving

10. What are the challenges of joining a new team?

11. 11 STAGES OF TEAM DEVELOPMENT Forming: orientation & break the ice Leader - facilitate social interchanges Storming: conflict & disagreement Leader - encourage participation, surface differences Norming: establish order and cohesion Leader - help clarify team roles, norms, & values Performing: cooperation & problem solving Leader - facilitate task accomplishment

12. What is the difference between functional and self- directed teams?

13. 13 EVOLUTION OF TEAMS AND TEAM LEADERSHIP Functional Team grouping individuals by activity leader centered vertical or command team 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 Need for traditional leadershipNeed for team leadership

14. VERTICAL VERSUS HORIZONTAL STRUCTURE

15. Dean Associate Dean HPERDC & IACTE Center 1 – Ethics Team 1 – Motivation Center 2 – CDHD Team 2 – Leadership Team 3 – Grad Programs

16. SELF-DIRECTED TEAMS Nature of Work – team members work together without direction from managers, supervisors or assigned team leaders. Nature of Work – team members work together without direction from managers, supervisors or assigned team leaders. Leadership – is member- rather than leader-centered. Leadership – is member- rather than leader-centered. Teams – typically consist of 5 to 20 members who rotate jobs to produce an entire product or service. Teams – typically consist of 5 to 20 members who rotate jobs to produce an entire product or service. Life Span – typically long-term Life Span – typically long-term

17. ELEMENTS OF SD TEAMS Composition - team have members with varied skills and functions that allow them to complete a total task. Composition - team have members with varied skills and functions that allow them to complete a total task. Resources – team is given access to all resources needed to perform the task (e.g., info, budget, equipment, machinery and supplies). Resources – team is given access to all resources needed to perform the task (e.g., info, budget, equipment, machinery and supplies). Decision-Making – empowered to have decision-making authority such as selecting members, solving problems, spending money, monitoring results and future planning. Decision-Making – empowered to have decision-making authority such as selecting members, solving problems, spending money, monitoring results and future planning.

18. What are the 3 most important characteristics of a team?

19. TEAM CHARACTERISTICS Size - team performance peaks at 5 members (i.e., range 3 to 6). Size - team performance peaks at 5 members (i.e., range 3 to 6). Tradeoff – team need to be large enough to take advantage of diverse skills and small enough to build cohesion and teamwork. Tradeoff – team need to be large enough to take advantage of diverse skills and small enough to build cohesion and teamwork. Advantages – Small teams are more satisfied, have greater agreement, ask more questions, exchange more opinions, are more cohesive and have greater sense of belonging. Advantages – Small teams are more satisfied, have greater agreement, ask more questions, exchange more opinions, are more cohesive and have greater sense of belonging. Diversity – heterogeneous teams are more effective because they provide a greater range of abilities. Diversity – heterogeneous teams are more effective because they provide a greater range of abilities. Benefits – healthy level of conflict that promotes better decision-making. Benefits – healthy level of conflict that promotes better decision-making.

20. TEAM CHARACTERISTICS Interdependence – extent to which members depend on each other for information, resources and ideas to accomplish tasks or goals. Interdependence – extent to which members depend on each other for information, resources and ideas to accomplish tasks or goals. Pooled interdependence – members are fairly independent in completing work and participating on the team. Pooled interdependence – members are fairly independent in completing work and participating on the team. Sequential interdependence – output of one member becomes the input for another, prompting exchange of info and resources. Sequential interdependence – output of one member becomes the input for another, prompting exchange of info and resources. Reciprocal interdependence – members influence and affect each other in a reciprocal fashion so that any product goes through a number of iterations. Reciprocal interdependence – members influence and affect each other in a reciprocal fashion so that any product goes through a number of iterations.

21. 21 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

22. What factors influence team cohesion?

23. COHESION DETERMINANTS Interaction - team members must spend time together and interact frequently. Interaction - team members must spend time together and interact frequently. Shared Mission & Goals – agree on purpose and direction. Shared Mission & Goals – agree on purpose and direction. Personal Attraction – members like and respect one another because they find common ground and enjoy being together. Personal Attraction – members like and respect one another because they find common ground and enjoy being together.

24. 24 TWO TYPES OF TEAM LEADERSHIP ROLES TWO TYPES OF TEAM LEADERSHIP ROLES Task-Specialist BehaviorSocio-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

25. What are the 3 most important contributions needed from a team leader?

26. TEAM LEADER’S ROLE Recognize Importance of Shared Purpose & Values – articulate a clear and compelling vision. Recognize Importance of Shared Purpose & Values – articulate a clear and compelling vision. Admit Mistakes – serve as a fallibility model by admitting ignorance and mistakes and asking for help. Admit Mistakes – serve as a fallibility model by admitting ignorance and mistakes and asking for help. Provide Support & Coaching to Team Members – make sure your people get training, development opportunities and resources they need and are rewarded for their contributions. Provide Support & Coaching to Team Members – make sure your people get training, development opportunities and resources they need and are rewarded for their contributions.

27. 27 DIFFERENCES BETWEEN CONVENTIONAL, VIRTUAL & GLOBAL TEAMS Type of TeamSpatial Distance Communications Member Cultures Leader Challenge ConventionalColocatedFace to faceSameHigh VirtualScatteredMediatedSameHigher GlobalWidely scattered MediatedDifferentVery high

28. VIRTUAL TEAM BASICS Select the right members – get the right people on the busy that are competent and have diverse skills. Select the right members – get the right people on the busy that are competent and have diverse skills. Build Trust by Building Connections – build trust with several face-to-face meetings. Build Trust by Building Connections – build trust with several face-to-face meetings. Agree on Ground Rules – goals, deadlines and expectations must be formalized. Agree on Ground Rules – goals, deadlines and expectations must be formalized. Use Technology Effectively – make use of a variety of technology for exchanging ideas and work. Use Technology Effectively – make use of a variety of technology for exchanging ideas and work.

29. What are the 5 most common conflict management styles?

30. 30 CONFLICT MANAGEMENT MODEL Assertiveness (Attempting to satisfy one’s own concerns) Cooperativeness (Attempting to satisfy the other party’s concerns) Assertive Unassertive UncooperativeCooperative Avoiding Accommodating Compromising CompetingCollaborating.....

31. CONFLICT MANAGEMENT GOALS get needs met, and get needs met, and maintain positive relationship. maintain positive relationship.

32. CONFLICT MANAGEMENT STYLES Turtle – doesn’t attempt to either meet needs or maintain relationship, Turtle – doesn’t attempt to either meet needs or maintain relationship, Teddy Bear – sacrifices personal needs in order to maintain good relationship, Teddy Bear – sacrifices personal needs in order to maintain good relationship, Shark – meets personal needs at expense of maintaining a good relationship, Shark – meets personal needs at expense of maintaining a good relationship, Fox – meets both goals to a moderate degree through effective compromise, Fox – meets both goals to a moderate degree through effective compromise, Owl – meets both goals completely through creative problem-solving. Owl – meets both goals completely through creative problem-solving.

33. The End