Ch 14 Team Leadership

Team Leadership is

Complex, there are no simple recipes for a teams success. Team leaders must learn to be open and objective in understanding and diagnosing team problems and skillful and selecting the most appropriate actions to help achieve the teams goal. As long as a team as critical needs have been met, the leader ship behavior, whether negative by the leader of team members, has been effective.

Organizational team based structure

Important way for organizations to remain competitive by responding quickly and adapting to constant, rapid changes.

8. Principled leadership

Leadership has been described as a central driver of team effectiveness, influencing the team through force has a processes; cognitively, motivational, affective, and coordination. Cognitively-the leader helps the team understand the problems confronting the team. Motivationaly-the leader helps the team become cohesive and capable by setting high performance standards and helping the team to achieve them. Affectively-the leader helps the team handle stressful circumstances by providing clear goals, assignments, and strategies. Coordinately-the leader helps integrate the teams activities by matching members skills to roles, providing clear performance to allergies, monitoring feedback, and adapting to environmental changes

teams can be

Located in the same place meeting face-to-face or they can be geographically dispersed "virtual teams" meeting across time and distance via various forms of communication technology.

Team Leader

Needs to recognize and interpret what is getting in the way of the team school complement and then make a strategic choice and respond with the appropriate action. -If a problem is diagnosed as a 'team performance' problem, then the leader needs to determine the appropriate action to solve this 'task problem.' -If a problem is diagnosed as a 'team development' problem, then a leader needs to determine the appropriate action to solve this 'relational problem.' -If a problem is diagnosed as an 'environmental' problem, then the leader needs to determine the appropriate action to solve this 'context problem.'

External Environmental Leadership Actions- (Reflect those actions the leader might implement to improve the environmental interface with the team. Real life teams do not exist in a laboratory they are subsystems of large organizational and societal context) If environmental monitoring suggest a leadership intervention, then the leader needs to select from the following functions....

Networking in forming alliances in environment (Gathering information, increasing influence). Advocating and representing team to environment. Negotiating upward to secure necessary resources; support, and recognition for the team. Buffering team members from environmental distractions Assessing environmental indicators of teams effectiveness (Surveys, evaluations, performance indicators) Sharing relevant environmental information with a team

Mcgrath critical leadership functions: 4 quadrants

Quadrants 1 and 2 focus on the internal operations of the team. Quad 1 the leader is diagnosing group deficiencies. Quad 2 the leaders acting to repair or remedy the observed problems. Quadrant 3 and 4 focus on the external operations of the team. Quad 3 The leader is getting the environment to determine and forecast any external changes that will affect the group. Quad 4 The leader acts to prevent any negative changes in the environment from hurting the team.

1. Clear, elevating goal

Team goals must be very clear so that one can tell whether the performance objective has been realized. teams sometimes fail because they are given a vague task and then asked to work out the details also they must be involving or motivating for the members believe it to be worthwhile and important.

3. competent team members

Team should be composed of the right number and mix the members to accomplish all the tasks of the team. Members need to fish information, education, and training to become or remain competent team members. Individual team members need to possess the requisite technical competence to accomplish the teams goals.

2. results driven structure

Teams need to find the best structure for accomplishing their goals. Structural features that lead to effective teamwork include task design, team composition, and core norms of conduct. All teams need clear rules for team members, a good communication system, methods of assessing individual performance, and emphasis on fact based judgments.

5. collaborative climate

The ability of a team to collaborate and work well together is essential for team effectiveness. a collaborative climate is one in which members can stay problem focused, listen to understand one another, feel free to take risks, and be willing to compensate for one another. to create a collaborative atmosphere that fosters collaboration need to develop trust and relationships based on honesty, openness, consistency, and respect.

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The key assertion of the functional perspective is that the leader is to do whatever is necessary to take care of the unmet needs of the team

critical function of leadership is to help the teams

accomplish its goals by monitoring and diagnosing the team and taking the requisite action

questionnaires filled out by team members and the team leader can aid in

diagnosing specific areas of team problems and suggest action steps to be taken by the team

Hill Model of Leadership based on the

functional leadership claim that the leaders job is to monitor the team & then take whatever action is necessary to ensure team effectiveness

Internal Task Leadership Actions- (List the set of skills or actions of the leader might perform to improve task performance) After monitoring a team performance, the leader might choose to intervene in one of the following task areas...

goal focusing, structuring for results, facilitating decision making, training team members in task skills, maintaining standards of excellence

Effective Team performance begins with the leaders

mental model- The leader develops a mental conception of what the team problem is and what solutions are possible in this context, given the environmental organizational constraints and resources.

(Model) what type of intervention should be used?

monitoring or action taking

a strategic decision making model has been developed to

reveal the various decisions team leaders must make to improve their team's effectiveness

team leadership functions can be performed by the formal team leader &/or

shared by team members

team leadership capacity is

shared leadership

heterarchy

the dynamic and fluid power shifting in teams -Such power shifting within teams can lead to positive outcomes as long as team members see these shifting sources of powers as legitimate

team leadership model provides a framework in which

to study the systematic factors that contribute to a team's outcomes or general effectiveness

team

type of organization group that is composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish these goals

The bottom of the Hill model for Team Leadership

"Team Effectiveness"- Focuses on team excellence or desired outcomes of teamwork. Involves two critical functions: Performance (Task Accomplishment)-Refers to the quality of the outcomes of the teams work. Development (Team Maintenance)- Refers to the cohesiveness of the team in ability of team members to satisfy their own needs while working effectively with other team members. Excellent teams accomplish both of these objectives, getting the job done and maintaining a cohesive team.

Coordination of Hackman vs. Larson and LaFasto's charcteristics

(H) compelling purpose= (LL) Clear, elevating goal+results driven structure (H) right people=(LL) competent team members (H) real team= (LL) unified commitment+collaborative climate (H) clear norms of conduct= (LL) standards of excellence (H) supportive organizational context= (LL) external support and recognition (H) team focused coaching= (LL) Principled leadership

Types of Team Leadership

-A formal leader or shared by team members.

Team leadership is

-A leadership style in which the leader is concerned with both productivity and employee well-being. -Very process oriented -facilitates team success and helps team to avoid failure -decision making is lateral.

requisite variety

-When their behavior matches the complexity of the situation, leader is behaving with this. -set of behaviors necessary to meet the team's needs

effective org team outcomes

-greater productivity -more effective use of resources -better decisions & problem solving -better quality products & services -greater innovation & creativity

mental model

-how leaders see the situation the team is experiencing reflects not only the components of the problem confronting the team, but also the environmental and organizational of contingencies that define the larger context of team action. -A good team leader needs to be behavioraly flexible and have a wide repertoire of actions and skills to meet teams diverse needs.

shared leadership

-occurs when members of the team take on leadership behaviors to influence the team and to maximize team effectiveness and is referred to as team leader ship capacity, encompassing the leadership repertoire of the entire team. -Involves risk and take some courage for the member who steps forward to advise leader ship outside the former role of a team leader -teams with shared leadership have less conflict, more consensus, more trust, and more cohesion than teams that do not have shared leadership.

leadership behavior is

-team based prob solving -leader attempts to achieve team goals -by analyzing the internal & ext

Larson and LaFasto's characteristics of team excellence

1. Clear, elevating goal 2. results driven structure 3. competent team members 4. unified commitment 5. collaborative climate 6. standards of excellence 7. external support and recognition 8. Principled leadership

Hackman's (2012) six enabling conditions of group effectiveness

1. Is it a real team? 2. Does it have a compelling purpose? 3. Does it have the right people? 4. Are the norms of conduct clear? 5. Is there support from the organizational context? 6. Is there team focused coaching?

criticism

1. might need more skills listed 2. doesn't give specific leader skill, needs to be really good at choosing 3. shared leadership, everyone needs a wide range of team-oriented skills

strength

1. practical focus on real-life organizational teams and their effectiveness 2. model emphasizes the functions of leadership that can be shared and distributed within work team 3. model offers guidance in selecting leaders and team members with the appropriate diagnostic, and action-taking skills 4. model is appropriately complex, providing a cognitive model for understanding and improving organizational teams

Mcgrath critical leadership functions: Decision 3

?Should I intervene internally or externally? Affective team leaders analyze and balance the internal and external demands of the team and react appropriately. Is there an internal conflict between members of a team? Then taking 'internal relational action' to maintain the team and improve interpersonal relationships should be most appropriate. Is the organizational environment not providing proper support to the team to do its job? Then 'external environmental intervention' focusing on obtaining extra support for the team might be the most appropriate intervention.

Mcgrath critical leadership functions: Decision 2

?Should I intervene to meet task or relational needs? The second decision confronting a leader is whether the team needs to help in dealing with relational issues or task issues The focus has been on two critical leadership functions: Task-Include getting the job done, making decisions, solving problems, adapting to changes, making plans and achieving goals. Maintenance-Include developing a positive climate, solving interpersonal problems, satisfy members needs, and developing cohesion. Test functions are closely intertwined with relation of functions. As a team as well-maintained and has good interpersonal relationships, then the members will be able to work together effectively and get the jobs done. If the team is productive and successful in accomplishing its task, it'll be easier to maintain a positive climate and good relations.

Mcgrath critical leadership functions: Decision 1

?Should I monitor the team or take action? As leaders we can diagnose, analyze, or forecast problems (monitoring), or we can take immediate action to solve the problem. We can also focus on the problems within the group internally or problems outside the group externally. Team leaders need to gather and interpret information and also must take the right action based on this information. Determining the action to take is very heart of team leadership.

4. unified commitment

A common mistake is to call a work group team but treated as a collection of individuals. Teams do not just happen there carefully designed and developed. Excellent teams are those that have developed a sense of unity identification.

7. external support and recognition

A supportive of organizational context includes materials and resources, rewards for excellent performance, and educational system developed necessary team skills and an information system to provide data needed to accomplish each task. The best goals, team members, and commitment will not mean much if there is no money, equipment, or supplies to accomplish the goal. Teams can achieve excellence if they are given the resources needed to do their jobs, are recognized for team accomplishments, and are rewarded for team performance rather than individual.

Virtual teams should focus on _______because they're connected across time and space by electronic media

Both task and relational issues

virtual teams-leaders

Building team relationships is more critical for virtual teams. The leaders must be able to "read" all the personal and contextual nuances in a world electronic communications. Must be able to understand the possible causes of the silence, misunderstanding, and slights without any of the little signs to guide them. The leaders must be sensitive to the team process I must be attached to even small matters that could interfere with team success.

6. standards of excellence

Clear norms of conduct or how we should behave, or important for team functioning. Team members performance should be regulated to their actions can be coordinated and the tasks can be completed. The standards of excellence must be clear in concrete and all team members must be required to perform to that standard a team leader came facilitate this process by requiring results and providing feedback to resolve performance issues, and reward results by acknowledging superior performance.

Internal Relational Leadership Actions- (Reflects those that the leader needs to implement to improve team relationships) After monitoring a team performance, the leader might choose to intervene in one of the following task areas...

Coaching team members in interpersonal skills. Collaborating (including, involving) Managing conflict and power issues (Fighting or avoiding confrontation, questioning ideas, avoiding groupthink) Building commitment and esprit de corps (Being optimistic, innovating, envisioning, socializing, rewarding, recognizing) Satisfying individual member needs (Trusting, supporting, advocating). Modeling ethical and principled practices (Fair, consistent, normative).