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Leading Groups The leader as culture creator. Team Development Leadership. Joint direction and focus of a team. Katzenbach & Smith High-performing teams. Definition of a team.

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Leading groups the leader as culture creator

Leading GroupsThe leader as culture creator




Katzenbach smith high performing teams

Katzenbach & SmithHigh-performing teams

Definition of a team

“A team is a small number of people with complementary skills, who are committed to a common purpose and performance goals, for which they hold themselves mutually accountable”

Jon Katzenbach & Douglas K. Smith“The Wisdom of Teams”Harper Business Essentials

Team performance curve

High-performing team


Real team


Potential team

Degree of team integration

Pseudo team

Core success criterias for teams

Clear goals that everyone knows and accepts

Joint values – knowing “right” from “wrong”

Open dialogue about the way the team works

A joint plan that everyone knows and accepts

A balanced focus on results and the team process

Roles that help the individual to feel as part of the greater context

Foster an open dialogue on relevant issues

Each individual works on his or her own role in and influence on the team

Everyone in the team is able to take on the leadership and to be led

Willingness to give and receive feedback

Willingness to help others

Acceptance of different competences

An evaluation tool how effective is your group

An evaluation toolHow effective is your group?

Effective and ineffectivegroups

Effective and ineffectivegroups



Effective and ineffective groups

Less effective group

Effective group

Self assessment

  • The Action Learning group’s way of functioning – in relation to the theory presented?

    • What are our strengths?

    • What are our challenges?

    • Where are we on the team-development graph?

    • How do we believe that others perceive us as a group?

    • Which metaphor would others use about us?

Wilfred bion dynamics within groups

Wilfred BionDynamics within groups

The group s two levels
The group’stwolevels

Leader’s personality




“As-if” groups

A: Dependency – B: Fight or flight – C: Idyllisation

1 dependence group
1: Dependencegroup


  • Decisions cannot be made at a ‘natural’ level.

  • The group often functions below their normal professional level.

  • Group members only feel committed to the leader.

  • The group does not feel competent enough to make decisions without external professional support.

  • There are a number of rules, procedures and regulations for collaboration.

2 fight flight group
2: Fight-flightgroup


  • More talk than listening.

  • Group members often hold onto words and expressions, such as: “But you specifically said that …”

  • Endless discussions in circles.

  • Complaints and dissatisfaction with other departments or competitors.

  • Aggressive atmosphere.

  • Sarcastic comments.

3 idyllisation group
3: Idyllisationgroup


  • Forced optimism … “Things will get much better in the third quarter.”

  • Forgets the existing specific situation and focuses on visions about the future.

  • Too many balls in the air.

  • Conversations characterised by clichés.

  • Forced atmosphere.

The leader as culture creator according to kets de vries

The leader as culture creator – according to Kets de Vries

The drama organisation
The drama organisation

  • Chief executive

    • Great need for attention, excitement, activity and stimulation.

  • Governing theme

    • Grandiosity: “I want to impress and get all the attention.”

  • Culture

    • Employees develop a strong need for dependence, which supports the ‘strong leader’ trends. The leader is idealised by his or her subordinates. The leader is a catalyst for the employees’ initiatives and values.

  • Organisation

    • Over-centralisation obstructs development of effective information systems. Leaders at the next level have ‘no’ influence. The decision making process is non-participative.

  • Strategy

    • Hyper-active, impulsive, adventurous, dangerously unrestrained. The leader tends to initiate risky steps. Growth is rarely integrated in strategy.

The mistrusting organisation
The mistrusting organisation

  • Chief executive

    • Hypersensitive: always prepared for an attack or a personal threat. Cold without emotional expression. Suspicious, characterised by mistrust, insists on loyalty. Wants to be overly involved in regulations to ensure full control.

  • Governing theme

    • Paranoia: ‘An evil-minded force is out to get me. I’d better be on guard. I can’t trust anyone.’

  • Culture

    • ‘Fight or flight’. Dependency, anxiety, fear of attack, information is power, uniformity, culture of mistrust.

  • Organisation

    • Widespread processing of information, abundance of trend analyses, centralised power structure.

  • Strategy

    • Reactive, conservative, analysis paralysis, secretive.

The indifferent organisation
The indifferent organisation

  • Chief executive

    • Dissociated and not involved, lack of interest in the present and the future, most often indifferent towards praise and criticism.

  • Governing theme

    • ‘The reality does not provide any satisfaction, interaction with others will fail, it is safer to remain dissociated.’

  • Culture

    • Lack of warmth and emotions, insecurity, unmanaged internal power struggles.

  • Organisation

    • Internal focus, insufficient examination of the surroundings, self-induced barriers for free information flow.

  • Strategy

    • Staggering, indecisive, inconsistent.

The control organisation
The control organisation

  • Chief executive

    • Dominates the organisation from top to bottom. Insists that others conform to carefully described procedures and regulations. Dogmatic, stubborn, perfectionistic and obsessed with detail.

  • Governing theme

    • ‘I do not wish to be at the mercy of fate. I have to control everything that can affect me and my situation.’

  • Culture

    • Rigid, introverted, isolated. Submissiveness and insecurity rule. No creativity.

  • Organisation

    • Stiff, formal regulations, well-developed information systems, ritual evaluation procedures, dedication, precision. A hierarchy where each leader’s status and power is specifically associated with his or her position.

The balanced organisation
The balanced organisation

  • Chief executive

    • Great self-confidence and strong identity. Listens to and is open towards others. Knows their own strengths and weaknesses. Does not take themselves too seriously.

  • Governing theme

    • ‘I know my strengths and achieve great satisfaction by creating results together with others.’

  • Culture

    • A high degree of initiative and independent action. Very different employees solve tasks together. Different opinions can coexist. Conflict is part of everyday life – and is solved through dialogue.

  • Organisation

    • Delegation, informal and network-orientated. Decision-making and role structure is clear. Responsibility and decision-making capability is delegated down.

  • Strategy

    • Rational and built around the organisation’s core competence, which is typically the ability to manage complex projects. Performance is adjusted dramatically from time to time.

The leader as culture creator a group assignment

The leader as culture creator- A group assignment

Self assessment1

  • Individual contributions to the group

    • What have I in particular contributed to the group as a leader?

    • What are my strengths?

    • What are my challenges?

    • What should I focus more on in the future when I lead or cooperate in a group?

  • Present your evaluation

  • Receive constructive, forward-looking feedback

    • Give each other feedback based on strengths

    • Give each other advice with regard to leading a group