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LEADING TEAMS

LEADING TEAMS

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LEADING TEAMS

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  1. LEADING TEAMS Damon Burton University of Idaho

  2. 5 DISFUNCTIONS OF TEAMS • Absence of Trust – great teams trust each other deeply and share their hopes, fears and ideas. • Fear of Conflict – trust promotes passionate dialogue, but it also prompts disagreement, questioning and challenging. • Lack of Commitment – great teams promote genuine commitment for important decisions.

  3. 5 DISFUNCTIONS OF TEAMS -2 • Avoidance of Accountability – great teams hold each other accountable and don’t have to rely on the leader to enforce accountability. • Inattention to Results – members of great teams set aside their own needs and agendas to focus on goals of the team. Team results define success.

  4. ORGANIZATIONAL TEAMS • Organizational Teams – represents a fundamental change in how work is organized. • Work Teams – function both with and without leaders and they handle all issues and problems that may arise within their job description. • Typical Duties – include hiring and firing, scheduling, quality control, budget management and disciplinary actions.

  5. What is a team?

  6. WHAT IS A TEAM? • Team – is a unit of 2 or more people who interact and coordinate their work to accomplish a shared goal or purpose. • Team Interaction – people in a team work together regularly. • Team Focus – team members share a goal but roles and responsibilities often have to be worked out within the team.

  7. LEADERSHIP LESSONS FROM GEESE

  8. What is the difference between groups and teams?

  9. Group has a designated, strong leader individual accountability identical purpose for group and organization performance goals set by others works within organizational boundaries individual work products organized meetings; delegation Team shares or rotates leadership roles mutual/ind. accountability specific team vision or purpose performance goals set by team not inhibited by organizational boundaries collective work products mutual feedback, open-ended discussion, active problem-solving DIFFERENCES BETWEEN GROUPS AND TEAMS

  10. What are the challenges of joining a new team?

  11. STAGES OF TEAM DEVELOPMENT Forming: • orientation & break the ice • Leader - facilitate social interchanges Storming: • conflict & disagreement • Leader - encourage participation, surface differences Norming: • establish order and cohesion • Leader - help clarify team roles, norms, & values Performing: • cooperation & problem solving • Leader - facilitate task accomplishment

  12. What is the difference between functional and self-directed teams?

  13. EVOLUTION OF TEAMS AND TEAM LEADERSHIP • Cross-Functional Team • coordinates across organization boundaries for change projects • leader gives up some power • special purpose team, problem-solving team • Self-Directed Team • autonomous, defines own boundaries • member-centered • self-managed team • Functional Team • grouping individuals by activity • leader centered • vertical or command team Need for traditional leadership Need for team leadership

  14. VERTICAL VERSUS HORIZONTAL STRUCTURE

  15. Dean Associate Dean HPERD C & I ACTE Center 1 – Ethics Team 1 – Motivation Center 2 – CDHD Team 2 – Leadership Team 3 – Grad Programs

  16. SELF-DIRECTED TEAMS • Nature of Work – team members work together without direction from managers, supervisors or assigned team leaders. • Leadership – is member- rather than leader-centered. • Teams – typically consist of 5 to 20 members who rotate jobs to produce an entire product or service. • Life Span – typically long-term

  17. ELEMENTS OF SD TEAMS • Composition - team have members with varied skills and functions that allow them to complete a total task. • Resources – team is given access to all resources needed to perform the task (e.g., info, budget, equipment, machinery and supplies). • Decision-Making – empowered to have decision-making authority such as selecting members, solving problems, spending money, monitoring results and future planning.

  18. What are the 3 most important characteristics of a team?

  19. TEAM CHARACTERISTICS • Size - team performance peaks at 5 members (i.e., range 3 to 6). • Tradeoff – team need to be large enough to take advantage of diverse skills and small enough to build cohesion and teamwork. • Advantages – Small teams are more satisfied, have greater agreement, ask more questions, exchange more opinions, are more cohesive and have greater sense of belonging. • Diversity – heterogeneous teams are more effective because they provide a greater range of abilities. • Benefits – healthy level of conflict that promotes better decision-making.

  20. TEAM CHARACTERISTICS • Interdependence – extent to which members depend on each other for information, resources and ideas to accomplish tasks or goals. • Pooled interdependence – members are fairly independent in completing work and participating on the team. • Sequential interdependence – output of one member becomes the input for another, prompting exchange of info and resources. • Reciprocal interdependence – members influence and affect each other in a reciprocal fashion so that any product goes through a number of iterations.

  21. LEADING EFFECTIVE TEAMS Team effectiveness: the extent to which a team achieves four performance outcomes: innovation/adaptation, efficiency, quality, and employee satisfaction Team cohesiveness: the extent to which members stick together and remain united in the pursuit of a common goal

  22. What factors influence team cohesion?

  23. COHESION DETERMINANTS • Interaction - team members must spend time together and interact frequently. • Shared Mission & Goals – agree on purpose and direction. • Personal Attraction – members like and respect one another because they find common ground and enjoy being together.

  24. TWO TYPES OF TEAM LEADERSHIP ROLES

  25. What are the 3 most important contributions needed from a team leader?

  26. TEAM LEADER’S ROLE • Recognize Importance of Shared Purpose & Values – articulate a clear and compelling vision. • Admit Mistakes – serve as a fallibility model by admitting ignorance and mistakes and asking for help. • Provide Support & Coaching to Team Members – make sure your people get training, development opportunities and resources they need and are rewarded for their contributions.

  27. DIFFERENCES BETWEEN CONVENTIONAL, VIRTUAL & GLOBAL TEAMS

  28. VIRTUAL TEAM BASICS • Select the right members – get the right people on the busy that are competent and have diverse skills. • Build Trust by Building Connections – build trust with several face-to-face meetings. • Agree on Ground Rules – goals, deadlines and expectations must be formalized. • Use Technology Effectively – make use of a variety of technology for exchanging ideas and work.

  29. What are the 5 most common conflict management styles?

  30. CONFLICT MANAGEMENT MODEL . . Assertive Competing Collaborating . Assertiveness Compromising (Attempting to satisfy one’s own concerns) . . Accommodating Avoiding Unassertive Uncooperative Cooperative Cooperativeness (Attempting to satisfy the other party’s concerns)

  31. CONFLICT MANAGEMENT GOALS • get needs met, and • maintain positive relationship.

  32. CONFLICT MANAGEMENT STYLES • Turtle – doesn’t attempt to either meet needs or maintain relationship, • Teddy Bear – sacrifices personal needs in order to maintain good relationship, • Shark – meets personal needs at expense of maintaining a good relationship, • Fox – meets both goals to a moderate degree through effective compromise, • Owl – meets both goals completely through creative problem-solving.

  33. The End