leading teams n.
Skip this Video
Loading SlideShow in 5 Seconds..
LEADING TEAMS PowerPoint Presentation
Download Presentation


549 Views Download Presentation
Download Presentation


- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  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.


  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


  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.


  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.


  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