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ADM 612 - Leadership. Lecture 11 – Team Leadership. Introduction. Leadership in organizational groups or teams has become one of the most popular and rapidly growing areas in leadership research.

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adm 612 leadership

ADM 612 - Leadership

Lecture 11 – Team Leadership

introduction
Introduction
  • Leadership in organizational groups or teams has become one of the most popular and rapidly growing areas in leadership research.
  • Teams are organizational groups composed of members who are interdependent, share common goals, and who must coordinate their activities to accomplish these goals.
introduction3
Introduction
  • 1920s and 1930s – Human relations theory on collaborative work.
  • 1940s – Group dynamics and social science theory.
  • 1950s – Sensitivity training, t-groups, and leadership.
introduction4
Introduction
  • 1960s and 1970s – Organizational development; developing team and leadership effectiveness through interventions in ongoing work teams.
  • 1980s – Quality teams, benchmarking, continuous improvement.
  • 1990s – Quality teams, global perspective to maintain a competitive advantage.
introduction5
Introduction
  • Team leadership process is very complex and presents a significant challenge to researchers.
  • Effective team leadership may be the primary ingredient in team success.
functional model of team leadership
Functional Model of Team Leadership
  • Two critical functions of leadership:
    • Task function (team performance).
    • Maintenance function (team development).
  • What functions does a leader have to perform to help a group be more effective?
dimensions of leadership on teams
Dimensions of Leadership on Teams
  • Leader as the “medium”: the one who processes and acts on information.
  • The ability to monitor the situation and the ability to take action are both necessary to effective leadership.
dimensions of leadership on teams8
Dimensions of Leadership on Teams
  • Effective team performance begins with the leader’s mental model of the situation:
    • The components of the problem.
    • Environmental and organizational contingencies.
  • Behavioral flexibility and a wide repertoire of actions or skills to meet the diverse needs of the team.
dimensions of leadership monitoring
Dimensions of Leadership: Monitoring
  • Monitor internal and external environments of team.
  • Gather information, reduce equivocality, provide structure, and overcome barriers.
  • Information search (current state of team functioning) and structuring (analysis and interpretation to decide how to act).
dimensions of leadership action taking
Dimensions of Leadership: Action Taking
  • Skills of action mediation.
    • Ability to facilitate decision-making and task accomplishment (task/team performance.
    • Ability to manage interpersonal relations (maintenance/team development).
how does the team leadership model work
How Does the Team Leadership Model Work?
  • Model assesses current state of team and specific actions to improve team performance.
  • Leadership as a team oversight function to improve performance.
  • Points the way for constant team analysis and improvement.
strengths
Strengths
  • Focuses on real-life organizational work group and the necessary leadership needed therein.
  • Cognitive guide to help leaders design and maintain effective teams, especially if performance is below standards.
strengths15
Strengths
  • Takes into account the changing role of leaders and followers in an organization.
  • Helps in selecting team leaders.
criticisms
Criticisms
  • Entire model not fully tested or supported.
  • Model is complex and does not provide easy answers to difficult questions.
  • Identifies new and creative directions for leadership training, but directions are vague, complex, and overwhelming.
application
Application
  • Helps leaders to make decisions.
  • Should I monitor or should I act?
  • Internal or external action?
  • What is the appropriate skill to apply?