Leadership Chapter 9

Key roles of a team-based leader

1. building trust and inspiring teamwork 2. coaching team members and group members toward higher levels of performance, even to the point of being a high-performing transformational team 3. facilitating and supporting the team's decisions 4. expanding the team's capabilities 5. creating a team identity 6. anticipating and influencing change 7. inspiring the team toward higher levels of performance 8. enabling and empowering group members to accomplish their work 9. encouraging team members to eliminate low-value work

Team characteristics

1. characterized by a common commitment 2. accomplish many collective work products 3. shared leadership roles 4. include individual & mutual accountability 5. team leader encourages open-ended discussions and active problem-solving 6. team members discuss, decide, and do the real work together

Teamwork actions leaders can take using their own resources

1. define the team mission 2. establish a climate of trust 3. develop a norm of teamwork, including emotional intelligence 4. emphasize pride in being outstanding 5. serve as a model of teamwork, including power sharing 6. use consensus leadership style 7. establish urgency, demand performance standards, and provide direction 8. encourage competition with another group 9. engage in ample interaction with the team 10. minimize micromanaging 11. practice e-leadership with virtual teams

Teamwork actions generally requiring organization structure or policy

1. design physical structures that facilitate communication 2. emphasize group recognition and rewards 3. initiate ritual and ceremony 4. practice open-book management 5. select team-oriented members 6. use technology that facilitates teamwork, including social media 7. blend representatives from the domestic company and foreign nationals on the team

The leader-member exchange model & teamwork (LMX) In-group

1. given additional rewards, responsibility, and trust in exchange for their loyalty and performance 2. leader has a good relationship with in-group members 3. becomes part of a smoothly functioning team headed by the formal leader 4. group members tend to have a higher level of performance and commitment 5. group members are asked to participate

Intergroup leadership

1. leader must build a shared collective identity across the various teams 2. role for executive-level leaders: leader needs to coordinate efforts of large teams; leader may even need to lead groups and teams in different organization 3. can also take place at middle levels in an organization

Fostering teamwork

1. leader's personality - inspiring, charm, charisma, personal magnetism, attitude, fairness 2. informal techniques - using the leader's own resources 3. formal techniques - requires organizational structures and policies

Three conditions that are the foundation of cooperation and collaboration

1. mutual trust 2. group identity 3. group efficacy

Off-site training & team development - outdoor training details:

1. participation in experiential activities aimed at building teamwork and leadership skills 2. participants acquire leadership and teamwork skills by confronting physical challenges and exceeding their self-imposed limitations 3. emphasis is typically on building not only teamwork but also self-confidence for leadership 4. outdoor training enhances teamwork by helping participants examine the process of getting things done through working with people

The leader-member exchange model & teamwork (LMX) Out-group

1. treated in accordance with a more formal understanding of leader-group member relations 2. less likely to experience good teamwork 3. group members are treated like hired hands 4. group members receive little warmth of encouragement

leadership practices of effective leaders 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

Cooperation theory

A belief in cooperation and collaboration rather than competitiveness as a strategy for building teamwork

open-book management

every employee is trained, empowered, and motivated to understand and pursue the company's business goals

The leader-member exchange model & teamwork (LMX)

Proposes that leaders develop unique working relationships with group members

Off-site training & team development - outdoor training goals:

They are are reasonably consistent across different training groups: 1. discover your strengths and weaknesses 2. test your limits 3. work together as a team 4. have fun 5. face the essence of who you are and what you're made of

In an attempt to increase the productivity of his team members, Ronald, the team manager, decides to organize a paintball session at a commercial venue close to company premises. This team-building activity is an example of a(n):

outdoor training program.

Off-site training & team development - outdoor training cons:

perception that team members revert to old behaviors over time, team members come and go, thereby diluting the experience for their group; some team members may find it repellant; and team members sometimes exposed to harm or injury

Off-site training & team development - outdoor training pros:

perception that trust, cooperation, communication, self-confidence, appreciation of hidden strengths, and teamwork improve with outdoor training

Ted believes in delegating critical responsibilities to efficient members of his team regardless of their positions. He also feels that if situations demand, the team members should be equipped to challenge the leader. Based on this information, Ted's belief is in agreement with the concept of

power sharing

Sense making

refers to identifying important environmental events and offering interpretations of these events to the team

The marketing manager of an organization decides to have an open conversation with his team members about the influence of cost efficient digital marketing on the sales revenue. The manager does this to include team member contributions before implementing a final action plan. In the context of leader actions that foster teamwork, this is an example of

using a consensus leadership style

Group Characteristics

1. may not have a strong commitment 2. members tend to work slightly more independently, produce individual work products 3. members have a strong leader 4. emphasize individual accountability 5. group leader runs an efficient meeting 6. more likely to discus, divide, and delegate

Teamwork

Work down with an understanding and commitment to group goals on the part of all team members

Team

Work group that must rely on collaboration of each member to experience optimum success and achievement

If leaders wish to develop a norm of teamwork based on the cooperation theory, which of the following should they do?

Leaders should work with the group to establish a code of conduct that all members of the group or team agree to follow.

External leader

when the leader is not a member of the team