Scribd
Upload
13 views20 pages

6 Unit Six- Leadership in teams and decision groups

The document discusses the importance of leadership in teams and decision groups, defining various types of teams and their characteristics. It highlights the determinants of team effectiveness, common dysfunctions, and strategies for enhancing group cohesiveness. Key concepts include the roles of trust, communication, and collaboration in achieving team goals and the impact of group behavior on productivity.

Uploaded by

damikiyas12
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
13 views20 pages

6 Unit Six- Leadership in teams and decision groups

The document discusses the importance of leadership in teams and decision groups, defining various types of teams and their characteristics. It highlights the determinants of team effectiveness, common dysfunctions, and strategies for enhancing group cohesiveness. Key concepts include the roles of trust, communication, and collaboration in achieving team goals and the impact of group behavior on productivity.

Uploaded by

damikiyas12
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 20

Unit Six

Leadership in teams and decision groups


Groups & Teams
Group - A group that interacts primarily to share
information and to make decisions-
-two or more people with common interests,
objectives, and continuing interaction who come
together to achieve particular goals

Work Team - A group that engages in


collective work that requires joint effort,
with complementary skills who are
committed to a common mission,
performance goals, and approach for which
they hold themselves mutually accountable
Why Teams?
• Good when performing complicated, complex,
interrelated and/or more voluminous work than
one person can handle
• Good when knowledge, talent, skills, & abilities
are dispersed across organizational members
• Empowerment and collaboration; not power
and competition
• Basis for total quality efforts
New vs. Old Team Environments
New Team Environment Old Work Environment

Person generates Person follows orders


initiatives
Team charts its own Manager charts course
steps
Right to think for People conformed to
oneself. People rock manager’s direction. No one
boat; work together rocked the boat.

People cooperate using People cooperated by


thoughts and feelings; suppressing thoughts and
direct talk feelings; wanted to get along
Characteristics of Effective Teams
Characteristics of Effective Teams
• Are unified in their
• Have a clear commitment to team
understanding of goals
their goals • Have good communication
• Have competent systems
members with • Possess effective
negotiating skills
relevant technical • Have appropriate
and interpersonal leadership
skills • Have both internally and
• Exhibit high mutual externally supportive
trust in the environments
character and
integrity of their
Determinants of Team effectiveness
• In 1995, Michael Lombardo and Robert Eichinger Identified
factors affect team effectiveness
 The internal team factors are:
• Thrust: a common objective or goal
• Trust: the knowledge that your team has your back
• Talent: skills to do the job
• Teaming skills: the ability to function as a team
• Task skills: the ability to execute tasks

 The external team factors are:


• Team-leader fit: whether the leader works well with the team
• Team support from the organization: how the organization
enables the team to work
The Five Dysfunctions of a Team
• “. The five dysfunctions are:
• An absence of trust: If team members are afraid to be vulnerable or
afraid to ask for help, then they won't turn to their teammates for
assistance.
• A fear of conflict: If everyone tried to preserve peace at all costs, there
wouldn't be any dynamic conflicts that result in productive ideas.
• A lack of commitment: If people aren't committed to their work or
team, then they won't follow through on their decisions or deadlines.
• Avoidance of accountability: This is another drawback of the fear of
conflict where no one wants to hold others accountable for their work.
• Inattention to results: If personal goals become more important than
the success of the group, no one will monitor and optimize team
performance
Types of Work Teams

9–9
Types Of Work Teams
• Functional team
– A work team composed of a manager and the
employees in his or her unit and involved in efforts
to improve work activities or to solve specific
problems within particular functional unit
• Problem-solving team
– 5 to 12 hourly employees from the same
department who meet each week to discuss ways
of improving quality, efficiency, and the work
environment
9–10
Types Of Work Teams (cont’d)
• Quality circle
– 8 to 10 employees and supervisors who share an area of
responsibility and who meet regularly to discuss quality
problems, investigate the causes of the problem,
recommend solutions, and take corrective actions but
who have no authority
• Self-managed work team
– A formal group of employees that operates without a
manager and is responsible for a complete work process
or segment that delivers a product or service to an
external or internal customer
9–11
Types Of Work Teams (cont’d)
• Cross-functional work team
– A team composed of employees from about the
same hierarchical level but form different work areas
in an organization who are brought together to
accomplish a particular task
• Virtual team
– A team that meets electronically; allows groups to
meet without concern for space or time.
– A virtual team is a group of workers who
communicate and work together using digital tools.
9–12
Group Behavior/Characteristics
Purpose and Mission
• May be assigned or may emerge from the group
• Group often questions, reexamines, and modifies
mission and purpose
• Mission converted into specific agenda, clear
goals, and a set of critical success factors
Group Behavior/Characteristics
 Behavioral Norms - the standards that a work group uses to evaluate the
behavior of its members
 well-understood standards of behavior within a group

Formal & written Informal but


well understood
Ground Intragroup
rules socializing
for
meetings Dress codes

 Productivity Norms –
-may be consistent or inconsistent, supportive or
unsupportive of organization’s productivity standards
Group Behavior/Characteristics

Group Cohesion - the “interpersonal glue” that makes


members of a group stick together
-interpersonal attraction binding group members together
• Enables groups to exercise effective control over the
members

Groups with high cohesiveness


– demonstrate lower tension & anxiety
– demonstrate less variation in productivity
– demonstrate better member satisfaction,
commitment, & communication
Group Behavior/Characteristics

 Social Loafing - the failure of a group member to contribute


personal time, effort, thoughts, or other resources to the group
– It is the tendency for individuals to expend less effort when
working collectively than when working individually
 Loss of Individuality - a social process in which individual
group members lose self-awareness & its accompanying sense of
accountability, inhibition, and responsibility for individual
behavior
Shaping Team Behavior
• Proper selection
– Hire employees who have both the technical skills
and the interpersonal skills required to fulfill team
roles.
• Employee training
– Provide training that involves employees in learning
the behaviors required to become team players.
• Rewarding the appropriate team behaviors
– Create a reward system that encourages cooperative
efforts rather than competitive ones.
9–17
Tips for Leaders:
Increasing Group Cohesiveness

• Increasing socio-emotional cohesiveness


– Keep the group relatively small
– Strive for a favourable public image to increase
the status and prestige of belonging
– Encourage interaction and cooperation
– Emphasize members’ common characteristics and
interests
– Point out environmental threats (e.g.,
competitors achievements) to rally the group
Tips for Leaders:
Increasing Group Cohesiveness

• Increasing instrumental cohesiveness


– Regularly update and clarify the group’s goal(s)
– Give each group member a vital “piece of the
action”
– Channel each group member’s special talents
toward the common goal(s)
– Recognize and equitably reinforce every
member’s contributions
– Frequently remind group members they need
each other to get the job done
f Th e Cou rs e
End O

You might also like