1. Leading Groups and Teams Chapter 13

2. Learning Objectives • List and briefly describe the types of teams used at work • Explain the causes and symptoms of unproductive teams • Understand what is necessary to build team performance • Describe the problems of making the transition from supervisor to team leader • List the values that team leaders should have • Use important team-leader coaching skills Chapter 13

3. Levels of Employee Involvement Information Sharing Intergroup Problem Solving Total Self- Direction Chapter 13

4. Group Dynamics Norms Cohesiveness Chapter 13

5. Suggestion Problem- Solving Basic Types of Teams Self- Managing Semi- Autonomous Chapter 13

6. Quality Circles Project, Venture, Development Teams at Work Virtual Transnational Chapter 13

7. Training Confusion Leader-Centred Teams Misplaced Loyalty Self-Directed Teams Self-Directed Work Teams Start-up Chapter 13

8. Power struggles Individual behaviour Workload Top management Groupthink Leadership Focus Capability Causes of Unproductive Teams Chapter 13

9. Symptoms of Unproductive Teams • Not accomplishing goals • Guarded communication • Lack of disagreement • Malfunctioning meetings • Conflict within the team Chapter 13

10. Characteristics of Productive Teams Commitment to a Mission Specific Goals Right Size, Right Mix A Common Approach Mutual Accountability Chapter 13

11. Building High-Performance Teams • Seek employee input • Set performance standards • Select members for skill and potential • Observe first meetings and actions • Set clear rules of behaviour • Move from “boss” to “coach” Chapter 13

12. Building High-Performance Teams • Set performance-oriented goals • Inject fresh facts and information • Use positive feedback • Shoot for the right team size • Choose team players Chapter 13

13. Building High-Performance Teams • Train and cross-train • Stress the task’s importance • Assign whole tasks • Encourage social support • Provide material support Chapter 13

14. Coaching Participation Effective Team Leaders Boundary Managers Facilitators Chapter 13

15. Loss of Status or Power Unclear Roles Becoming a Team Leader Transition Problems Job Security Double Standard Chapter 13

16. Put Team Members First Trust Team Members Team-Leader Values Support the Team Believe in Teamwork Chapter 13

17. Developing Coaching Skills • Know your people • Coach, don’t tell • Give emotional support • Use Socratic coaching • Set high expectations Chapter 13