Bài giảng Leadership - Chapter 10 Leading Teams

Chapter 10Leading Teams1Chapter ObjectivesTurn a group of individuals into a collaborative team that achieves high performance through shared mission and collective responsibility.Develop and apply the personal qualities of effective team leadership for traditional, virtual, and global teams.Understand and handle the stages of team development, and design an effective team in terms of size, diversity, and levels of interdependence.Handle conflicts that inevitably arise among members of a team.2TeamA unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose3Ex. 10.1 Differences Between Groups and TeamsGroupHas a designated, strong leaderIndividual accountabilityIdentical purpose for group and organizationPerformance goals set by othersWorks within organizational boundariesIndividual work productsOrganized meetings; delegationTeamShares or rotates leadership rolesMutual/ind. accountabilitySpecific team vision or purposePerformance goals set by teamNot inhibited by organizational boundariesCollective work productsMutual feedback, open-ended discussion, active problem-solving4Ex. 10.2 Stages of Team DevelopmentForming:Orientation, break the iceLeader: Facilitate social interchangesStorming:Conflict, disagreementLeader: Encourage participation, surface differencesNorming:Establishment of order and cohesionLeader: help clarify team roles, norms, valuesPerforming:Cooperation, problem solvingLeader: Facilitate task accomplishment5Ex. 10.3 Evolution of Teams and Team LeadershipFunctional TeamGrouping individuals by activityLeader centeredVertical or command teamCross-Functional TeamCoordinates across organization boundaries for change projectsLeader gives up some powerSpecial purpose team, problem-solving teamSelf-Directed TeamAutonomous, defines own boundariesMember-centeredSelf-managed teamNeed for traditional leadership Need for team leadership6InterdependenceInterdependenceThe extent to which team members depend on each other for information, resources, or ideas to accomplish their tasksPooled InterdependenceThe lowest form of team interdependence; members are relatively independent of one another in completing their work7Interdependence (contd.)Sequential InterdependenceSerial form of interdependence in which the output of one team member becomes the input to another team memberReciprocal InterdependenceHighest form of interdependence; members influence and affect one another in reciprocal fashion8Leading Effective TeamsTeam effectiveness: the extent to which a team achieves four performance outcomes: innovation/adaptation, efficiency, quality, and employee satisfactionTeam cohesiveness: the extent to which members stick together and remain united in the pursuit of a common goal9Team Leadership RolesTask-Specialist RoleTeam leadership role associated with initiating new ideas, evaluating the team’s effectiveness, seeking to clarify tasks and responsibilities, summarizing facts and ideas for others, and stimulating others to actionSocio-Emotional RoleTeam leadership role associated with facilitating others’ participation, smoothing conflicts, showing concern for team members’ needs and feelings, serving as a role model, and reminding others of standards for team interaction 10Ex. 10.4 Two Types of Team Leadership RolesTask-Specialist BehaviorSocio-Emotional BehaviorPropose solutions and initiate new ideasEncourage contributions by others; draw out others’ ideas by showing warmth and acceptanceEvaluate effectiveness of task solutions; offer feedback on others’ suggestionsSmooth over conflicts between members; reduce tension and help resolve differencesSeek information to clarify tasks, responsibilities, and suggestionsBe friendly and supportive of others; show concern for members’ needs and feelingsSummarize ideas and facts related to the problem at handMaintain standards of behavior and remind others of agreed-upon norms and standards for interactionEnergize others and stimulate the team to actionSeek to identify problems with team interactions or dysfunctional member behavior; ask for others’ perceptions11Virtual TeamA team made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies 12Ex. 10.5 Differences Between Conventional, Virtual, and Global TeamsType of TeamSpatial DistanceCommunicationsMember CulturesLeader ChallengeConventionalColocatedFace to faceSameHighVirtualScatteredMediatedSameHigherGlobalWidely scatteredMediatedDifferentVery high13Global TeamsTeams made up of culturally diverse members who live and work in different countries and coordinate some part of their activities on a global basis14Ex. 10.6 A Model of Styles to Handle ConflictAssertiveness(Attempting to satisfy one’s own concerns)Cooperativeness(Attempting to satisfy the other party’s concerns)AssertiveUnassertiveUncooperativeCooperativeAvoidingAccommodatingCompromisingCompetingCollaborating.....15