Leadership - Chap 9 - Dubrin

Key roles of a leader in Team-based organizations

*Building trust and inspiring teamwork *Coaching team members and group members toward higher levels of performance, even to the point of being a high-performing transformational team (one that brings about major constructive changes) *Facilitating and supporting the team's decisions *Expanding the team's capabilities *Creating a team identity *Anticipating and influencing change *Inspiring the team toward higher levels of performance *Enabling and empowering group members to accomplish their work *Encouraging team members to eliminate low-value work

Teamwork-enhancing actions

1. Actions that leaders can take using their own resources (informal techniques) 2. Actions that generally require organization structure or policy (formal techniques)

Encourage team work and cooperation by:

1. Encourage team members to treat one another as if they were customers, thus fostering cooperative behavior and politeness 2. Explicitly state the desirability of teamwork on a regular basis both orally and in writing Communicate the norm of teamwork by frequently using words and phrases that support teamwork . 3. Emphasizing the words team members or teammate and deemphasizing the words subordinates and employees helps communicate the norm of teamwork. 4. Work with the group to establish a code of conduct that everyone agrees to follow. Aspects of the code might include "never abandon a teammate," "never humiliate anyone," and "keep all agreements."

Leadership practices of virtual teams

1. When building a virtual team, solicit volunteers when feasible. 2. Ensure that the task is meaningful to the team and the company. 3. Establish and maintain trust through the use of communication technology. 4. Ensure that diversity in the team is understood, appreciated, and leveraged. 5. Maintain frequent communications, including virtual meetings. 6. Monitor team progress through the use of technology. 7. Enhance external visibility of the team and its members 8. Ensure that individuals benefit from participating in virtual teams. 9. To maintain a high-touch environment, conduct one or two face-to-face meetings per year. 10. Recognize and reward above-average individual and team performance.

Actions that leaders can take using their own resources (informal techniques)

1.Defining the team's mission 2.Establishing a climate of trust 3.Developing a norm of teamwork, based on cooperation theory 4.Developing group emotional intelligence 5.Emphasizing pride in being outstanding 6.Serving as a model of teamwork, including power sharing 7.Using a consensus leadership style 8.Establishing urgency, demanding performance standards, and providing direction 9.Encouraging competition with another group 10.Engaging in ample interaction with team 11.Minimizing micromanagement 12.Practicing e-leadership for virtual teams

Actions that generally require organization structure or policy (formal techniques)

1.Designing physical structures that facilitate communication 2.Emphasizing group recognition and rewards 3.Initiating ritual and ceremony 4.Practicing open-book management 5.Selecting team-oriented members 6.Using technology that facilitates teamwork including social media 7.Blending representatives from the domestic company and foreign nationals on the team

Leadership Emergence and Team Performance

A complex way in which LMX enhances teamwork is that teams tend to attain better results when multiple members of the team emerge as leaders. Leadership emergence often depends on which expertise is required for the task at hand, such as an expert in graphic design acting in a leadership role when the group task requires graphic design.

E-Leadership

A form of leadership practiced in a context where work is mediated by information technology. The leadership focus shifts from individuals to networks of relationships because the Internet facilitates connecting so many people. E-leadership could, therefore, encompass any activity undertaken by a leader when the Internet connects people.

Selecting Team-Oriented Members

A foundation strategy for achieving good teamwork is to select members for the team with aptitude, skill, and interest in teamwork. A starting point is self-selection. It is best for the team leader to choose workers who ask to be members of a team. A person's record of past team activity can also help one determine whether that person is an effective team player.

Engaging in Ample Interaction with the Team

A helpful tactic for building teamwork is to build positive relationships with team members, and relationships are built on conversations. Meaningful topics would include the team member's perception of potential problems, his or her job satisfaction, and suggestions for improvement. An effective way of interacting with team members is to hold question-and-answer sessions.

Practicing Open-Book Management

A method of getting the company working together as a team is to share information about company finances and strategy with large numbers of employees. In open-book management, every employee is trained, empowered, and motivated to understand and pursue the company's business goals.

Cooperation Theory

A norm of teamwork based on cooperation theory, a belief in cooperation and collaboration rather than competitiveness as a strategy for building teamwork, has been referred

Serving as a Model of Teamwork, Including Power Sharing

A powerful way for a leader to foster teamwork is to be a positive model of team play. Self-disclosure is an element of leader transparency. Another way of being a model of teamwork is to share power with group members As each team member takes the opportunity to exert power, he or she feels more like a major contributor to team effort.

Intergroup leadership

A role for executive-level leaders requiring separate mention is that of leading a number of teams within the organization. A basic example is that the CEO needs to coordinate the efforts of large teams, such as marketing, finance, information technology, and operations.

Emphasizing Pride in Being Outstanding

A standard way to build team spirit, if not teamwork, is to help the group realize why it should be proud of its accomplishments. The leader should help the group identify that task or characteristic and promote it as a key strength.

Minimizing Micromanagement

A strategic perspective on encouraging teamwork is for the leader to minimize micromanagement. Avoiding micromanagement is a core ingredient of employee empowerment because empowered workers are given considerable latitude to manage their own activities.

Extra-Role Behavior

A study conducted in diverse industrial settings also found that high-quality exchanges between supervisors and employees contribute to employees' engaging in extra-role behavior, or being cooperative in ways that were not expected of them.

Team

A work group that must rely on collaboration if each member is to experience the optimum success and achievement. A team accomplishes many collective work products, whereas group members sometimes work slightly more independently.

Open-Book Management

An approach to management in which every employee is trained, empowered, and motivated to understand and pursue the company's business goals.

Leader-Member Exchange Model and Teamwork (LMX)

An explanation of leadership proposing that leaders develop unique working relationships with group members. One subset of employees, the in-group, is given additional rewards, responsibility, and trust in exchange for their loyalty and performance. The in-group becomes part of a smoothly functioning team headed by the formal leader. In contrast, the out-group employees are treated in accordance with a more formal understanding of leader-group member relations. Out-group members are less likely to experience good teamwork.

Safety Performance

Another contribution of positive LMXs is that they facilitate good safety performance, an important aspect of teamwork in many work environments. The enhanced communication led to more commitment to safety, which in turn led to fewer accidents on the job.

Transformational Effects

Another of the many consequences of positive leader-member exchanges is that they may facilitate the leader having a transformational effect. An example of a transformational relationship would be inspiring the subordinate to seek different perspectives when solving problems or bringing about change.

Initiating Ritual and Ceremony

Another way to enhance teamwork is to initiate ritual and ceremony. Ritual and ceremony afford opportunities for reinforcing values, revitalizing spirit, and bonding workers to one another and to the team. An example is holding a team dinner whenever the group achieves a major milestone.

Defining the Team's Mission

Commitment to a clear mission is a key practice of a highly effective team. The mission statement helps answer the questions, "Why are we doing this?" and "What are we trying to accomplish?" *To enhance our website development capability, so we can provide decision makers throughout the organization with assistance in developing websites that exceed the state of the art. Shared leadership is required in developing a mission, as in most other ways of enhancing teamwork.

Blending Representatives from the Domestic Company and Foreign Nationals on the Team

Cross-cultural considerations enter into enhancing teamwork, as well as in most aspects of leadership. The fact of working with people from your own country, as well as a representative from the country of company headquarters, often enhances teamwork.

Leader Actions That Foster Teamwork

Fostering teamwork is well worth the leader's attention because teamwork is a major contributor to team success. The major success factor is managing teamwork, or helping onshore and offshore workers to coordinate their linked work effectively.

Emphasizing Group Recognition and Rewards

Giving rewards for group accomplishment reinforces teamwork because people receive rewards for what they have achieved collaboratively. Also, much of work that is accomplished in organizations requires collaboration, so group rewards are justifiable and sensible.

Designing Physical Structures That Facilitate Communication

Group cohesiveness, and therefore teamwork, is fostered when team members are located close together and can interact frequently and easily. In contrast, people who spend most of their time in their private offices or cubicles are less likely to interact. Frequent interaction often leads to camaraderie and a feeling of belongingness

Treatment of In-Group Versus Out-Group Members

In-group members tend to achieve a higher level of performance, commitment, and satisfaction than do out-group members. Furthermore, they are less likely to quit. When the quality of the leader-member exchange is high, group members are more strongly committed to company goals.

Different-Quality Relationships

Leaders do not typically use the same leadership style in dealing with all group members. Instead, they treat each member somewhat differently. The linkages (relationships) that exist between the leader and each individual team member probably differ in quality. With group members on the top half of the continuum, the leader has a good relationship; with those on the lower half of the continuum, the leader has a poor relationship.

Evaluation of Outdoor Training for Team Development

Many outdoor trainers and participants believe strongly that they derive substantial personal benefits from outdoor training. Among the most important are greater self-confidence, appreciating hidden strengths, and learning to work better with others.

Encouraging Competition with Another Group

One of the best-known methods of encouraging teamwork is rallying the support of the group against a real or imagined threat from the outside. While encouraging competition with another group, the leader should encourage rivalry, not intense competition that might lead to unethical business practices, such as making false charges against them.

Features of Outdoor and Offsite Training Programs

Program participants are placed in a demanding outdoor environment, where they rely on skills they did not realize they had and on one another to complete the program. The emphasis is on building not only teamwork but also self-confidence for leadership. The list of what constitutes a team-building activity continues to grow and now includes tightrope walking, gourmet cooking as a team, paintballing, and scavenger hunts. Building or repairing houses for people in need is popular. Outward Bound is the best-known and largest outdoor training program. It offers more than 500 courses in wilderness areas in twenty states and provinces.

Sharing Power with Team Members

Sharing power with team members, or empowering them, appears to be particularly effective in terms of the long-term development of the team. improved learning and coordination capabilities of teams that work under empowering leadership allowed them to improve over time and attain higher performance levels than did the other teams.

Establishing Urgency, Demanding Performance Standards, and Providing Direction

Team members need to believe that the team has urgent, constructive purposes. They also want a list of explicit expectations. The more urgent and relevant the rationale is, the more likely it is that the team will achieve its potential. Teamwork is enhanced when the leader provides the team valid facts and information that motivate them to work together to modify the status quo.

Leader's Role in the Team-Based Organization

Team-based organizations need leaders who are knowledgeable in the team process and can help with the interpersonal demands of teams, for example, by giving feedback and resolving conflict. Without effective leadership, teams can get off course, go too far or not far enough, lose sight of their mission, and become blocked by interpersonal conflict.

Using a Consensus Leadership Style

Teamwork is enhanced when a leader practices consensus decision making. Consensus decision making also leads to an exchange of ideas within the group, with group members supporting and refining each other's suggestions.

Micromanagement (control freak)

The close monitoring of most aspects of group member activities by the manager or leader. A micromanager is also referred to as a control freak, because he or she wants to maintain so much control.

Practicing E-Leadership for Virtual Teams

The heavy presence of communication technology has had a significant impact on team leadership, especially when team members do not work in the same physical location. If team leader Jennifer, based in Seattle, sends a note of congratulations to team member Surinda, based in Mumbai, she is practicing e-leadership. Jennifer and Surinda are part of a virtual team: They work with each other, yet they do not share the same physical facility.

Reciprocity Between Leader and Members

The in-group versus out-group status also includes an element of reciprocity or exchange. The leader grants more favors to the in-group member, who in response works harder to please the leader, a contributor to being a good team player.

First Impressions

The leader's first impression of a group member's competency plays an important role in placing the group member in the in-group or the out-group. Another key linking factor is whether the leader and team member have positive or negative chemistry. A field study seems to confirm that first impressions make a difference. The researchers gathered ratings of six aspects of the manager-group member dyad. An important interpretation of these results is that the leader-member exchange is formed in the first days of the relationship.

Develop Group Emotional Intelligence

The leader's role in developing teamwork can also be described as helping the group develop emotional intelligence. Group efficacy, or feeling competent to complete the group task, also contributes to emotional intelligence. These three conditions—mutual trust, group identity, and group efficacy—are the foundation of cooperation and collaboration.

Offsite Training and Team Development

The most popular experiential approach to building teamwork and leadership skills is offsite training, also referred to as outdoor training. Both outdoor and wilderness training are forms of learning by doing. Participants are supposed to acquire leadership and teamwork skills by confronting physical challenges and exceeding their self-imposed limitations.

Leadership practices of effective leaders of virtual teams

The purpose of these practices is to overcome the unique challenges of managing virtual teams, such as not being able to see in-person when the team needs focus and direction.

Carry out the Role of Intergroup leader

To carry out the role successfully of building teamwork among various teams, a starting point is for the leader to frequently talk about the identity of the team composed of teams. Three researchers on the topic argue that the leader must work at building a shared collective identity across the teams.

Establishing a Climate of Trust

Trust is at the heart of collaboration. Unless team members trust each other, they will not be dependent on each other and they will not work as a team. Encouraging open communication about problems and sharing info are two specific ways the leader can help promote a climate of trust.

Leader Status

When group members perceive leaders to have high status, it is easier for the leader to form the type of high-quality relationships that contribute to good teamwork.

External Leader and his Role

When the leader is not a member of the team, he or she is classified as an external leader. It was found that under ordinary work conditions, when the leaders were too actively involved in coaching the team and in sense making, satisfaction with leadership declined.

Teamwork

Work done with an understanding and commitment to group goals on the part of all team members. A team has shared leadership roles, whereas members of a group have a strong leader.

Using Technology That Enhances Teamwork

Workers can collaborate better when they use information technology that fosters collaboration, often referred to as collaborative software. For example, the straightforward act of exchanging frequent e-mail messages and instant messages can facilitate cooperation. Virtual teams by their nature rely on information technology to enhance teamwork.

Developing a Norm of Teamwork Based on Cooperation Theory

development is to promote the attitude among group members that working together effectively is expected, maximizes performance by organizing into small, manageable teams. A specific technique is for the team leader to incorporate into their dialogue the terms "working together," and "winning team."

Sense of Making

refers to identifying important environmental events and offering interpretations of these events to the team. When the team faced disruptive conditions, such as an unusually heavy work overload or a rapid change in technology, coaching and sense making by the leader increased satisfaction with leadership.