1. Leading Self Managed Team
Chapter 8
Leading Self Managed Team
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

2. Summary of Lecture 17 Building successful team Types of Team Teamwork
Team Leader role
Team Creativity
Team Decision Making

3. Learning Outcomes Nature of self-managed teams.
Difference between traditional team & SMT.
Benefits of SMT.
Challenges of implementing SMT effectively.
Guidelines for improving SMT effectiveness.
Stages of group development.
Role of team facilitator in SMT.
Distributed leadership in SMT.

4. Leader Centered Approach
Leader uses power to direct and control team members
Leader should focus on the task
Leader should seek opinion but make final decision himself
Leader should control group discussion
Leader should try to overcome and resist to threats challenging
authority

5. Group Centered Approach
Empowers group to make decision
The role of leader should be as facilitator, consultant, teacher, and
adviser
Act as a role model
Understand team dynamics and team members feelings
Allow to make the final choices for decision

6. Leadership Skills for Effective Meeting
Planning Meetings
- Objectives
- Participants and Assignments
- Agenda
- Date, time and place
Conducting Meetings
- The first Meeting
- Three parts of Meetings
i) Identifying objectives
ii) Covering agenda items
Iii) Summarizing and reviewing assignments

7. Leadership Skills for Effective Meeting
Leadership Role
Leader should vary his style with the group development level
Handling Problem Members
- Silent
- Talker
- Wanderer
- Bored
- Arguer

8. Self-Managed Teams; Also Known As
Self-directing teams
Self-maintaining teams
Self-leading teams
Self-regulated teams
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

9. Nature of Self-Managed Teams
Operate without managerial supervision
High job satisfaction
High commitment
Make structural and operational decisions
Responsible for tasks as a collective whole
Variety of technical skills
Versatile and flexible
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

10. Self-Managed Teams
Relatively autonomous work groups in which the responsibilities and obligations traditionally maintained by management have been transferred to a group of people who perform a complex task with highly interdependent activities
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

11. Self-Managed Teams
Sociotechnical system theory states that if members are more involved in formulating tasks are more likely to work with commitment and dedication to achieve stated goals as they feel invested in process
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

12. Make Operating Decisions
This slide relates to XX-XX.
Make Operating Decisions
Acquire Supplies
& Materials
Self-Managed Teams Are Usually Empowered to:
Assign Work
Interact with Customers
Perform
Team Member Evaluations
Plan Schedules
Create Task Procedures
Deal with Conflicts
Summary Overview
XXXX
Major Title
Heading.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

13. Characteristics of Effective Self-Managed Teams
Have clear missions & high performance standards
Take stock of equipment, training facilities, & other resources team needs
Devote significant time to planning & organizing to use available resources & assess members technical skills
High levels of communication
SMT have decision making power
Leadership role is rotated
Multi-skilled capabilities
Team accountability
Perform all management functions (plan, organize, lead, reward and control) and decide product quality and quantity, and resolve confllict
SMT focus on targets (milestones), project tasks, time issues, team membership, and territories
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

14. Traditional Teams vs SMTs
Characteristics
Self Managed teams
Traditional Teams
Leadership
With in the team
Outside the team
Team leader role
Interchangeable
Fixed
Accountability
Team
Individual
Work Effort
Cohesive
Divided
Task Design
Flexible
Skills
Multiskilled
Specialized

15. Potential Benefits of Using Self-Managed Team Stronger Commitment
Improved Quality
and Efficiency
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.
Potential
Benefits of
Using
Self-Managed
Team
More Satisfied Employees
Lower Turnover / Absenteeism
Faster Product Development
Flexibility Dealing with
Personnel Shortages
Summary
Heading. Text.
Helps Solve Problems &
Suggest Improvements
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

16. Team Formation Variables
This slide relates to XX-XX.
Norms
Team
Formation
Variables
Organizational
Support
Membership
Characteristics
Summary Overview
XXXX
Major Title
Heading.
Champion
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

17. Organizational Support
Strong top management support
Commitment to allocate adequate resources
Compatible culture For example: Hierarchical structure with centralized decision making in organization and asking managers to empower team whereas who is facing control from top management. Difficult to relinquish power and most likely model top management behavior.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

18. Team Member Characteristics
Strong belief in personal accountability (avoid social loafing)
Internal locus of control
Emotional stability
Openness to new ideas and different viewpoint
Good communication, conflict management and problem solving skills
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

19. Team Member Characteristics
Effective communicator
Good problem-solving skills
Ability to engender trust
Good conflict resolution skills
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

20. Norms
Standards of conduct that are shared by team members and which guide their behaviors
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

21. Champion
An advocate of the self-managed team program who helps the program obtain necessary resources and gain political support from top management and other subunits of the organization
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

22. What A Champion Does
Explains what self-managed teams can do for the organization
Communicates responsibilities, rules, & norms to the teams
Ensures that teams meet the goals and needs of the organization
Coordinates efforts of teams
Helps teams reach decisions that every employee can support
Facilitates continuous learning by team members
Builds & maintains trust between teams and the organization
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

23. To Improve SMT Effectiveness
Ensure change to supportive culture, structure, & climate
Have a well-thought-out vision of SMTs
Allow time for bonding
Provide adequate training
Provide objective goals, incentives, & infrastructure
Ensure resources are adequate
Create a sense of empowerment
Develop team-based measurements & feedback
Recruit and train team facilitators
Do not overreact at first crisis
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

24. Stages of Team Development
Forming
High Commitment
Low Competence
Members come committed but have not developed competence in working together.
Storming
Less Commitment
Some Competence
Members become dissatisfied with the team as they develop confidence.
Norming
Variable Commit.
High Competence
Commitment changes while competence remains constant.
Performing
High Commitment
High Competence
Commitment and competence remain high
Appropriate Leadership Style
Decide
Consult
Facilitate
Delegate
Clarify team
objectives &
roles
Develop
competence
& relationships
Focus on
Supportive
relationships
Group provides
own task &
relationship
behaviors
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

25. SMT Facilitator
An external leader of a self- managed team whose job is to create a supportive environment where team members take on responsibilities to work productively and solve complex problems on their own
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

26. SMT Facilitator Team Building Activities
Open forums to resolve interpersonal conflict
Create opportunities for social interaction
Increase mutual acceptance & respect between members
Coaching and encouragement
Use of data and information to influence and motivate team members (Sales Data, Finance data etc)
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

27. SMT Facilitator Team Building Activities
Highlight mutual interests of team members
Increase team identification
Use team-oriented incentives to foster teamwork
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

28. Distributed Leadership
A collection of roles and behaviors that can be divided, shared, rotated, and used sequentially in a SMT environment based on interests and capabilities
Team members assume leadership roles depending on task requirements and circumstances
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

29. Distributed Leadership Practice in SMTs
Organizing role
Envisioning role
Social role
Networking role
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

30. Benefits of Distributed Leadership
Leadership development
Understanding of different roles requirements and challenges
Succession Planning
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

31. High-Involvement Management
Team Empowerment
move power, information, knowledge, and rewards further down the organization.
Motivation and commitment
Opportunity to acquire skills and knowledge essential for
organization
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

32. What and When to Empower
Understand people and their motivations
Understand their competence level
Competence and skill development of employees
Monitor and evaluate performance
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

33. Discussion Questions
Discussion Question 1: Define decision making process in self managed teams?
Question 2: What are benefits of self managed teams?
Discussion Question 3: How many members should have in self managed teams for effective working?
Discussion Question 4: Explain role of Champion in self managed teams?
Discussion Question 5: Why self managed teams require support from top management?
Discussion Question 6: What is difference between distributed leadership and high involvement management?
Discussion Question 7: Describe key success factor for SMT?
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

34. Summary Nature of self-managed teams.
Difference between traditional & SMT.
Benefits of SMT.
Challenges of implementing SMT effectively.
Guidelines for improving SMT effectiveness.
Stages of group development.
Role of team facilitator in SMT.
Distributed leadership in SMT.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning