© 2008The McGraw-Hill Companies, Inc. All rights reserved.

ChapterChapter 11 11

Developing and Leading Effective

Teams

Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

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Ch. 11 Learning Objectives

1. Explain how a work group becomes a team.

2. Identify and describe four types of work teams.

3. Explain the model of effective work teams, and specify the two criteria of team effectiveness.

4. Identify five teamwork competencies team members need to possess.

5. Discuss why teams fail.

Ch. 11 Learning Objectives

6. List at least four things managers can do to build trust.

7. Distinguish two types of group cohesiveness, and summarize cohesiveness research findings.

8. Define virtual teams and self-managed teams

9. Describe high-performance teams and discuss team leadership.

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TeamsTeam Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach

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Evolution of Teams

1) Leadership becomes a shared activity

2) Accountability shifts from strictly individual to both individual and collective

3) The group develops its own purpose or mission

4) Problem solving becomes a way of life, not a part-time activity

5) Effectiveness is measured by the group’s collective outcomes and products

A Work Group Becomes a Team When:

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TeamsWhat are the characteristics of a successful basketball team?What parallels can we make to work teams?

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Types of Work Teams

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Effective Work Teams

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Teamwork Competencies

Orients Team to Problem-solving SituationOrganizes and Manages Team PerformancePromotes a Positive Team EnvironmentFacilitates and Manages Task ConflictAppropriately Promotes Perspective 11-9

Characteristics of Effective Teamwork

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Why Work Teams Fail

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Effective Teamwork Requires:Cooperation rather than competition • Within teams• Among teams within

organizationsTrust reciprocal faith in others’ intentions and behaviorCohesiveness a sense of “we-ness”, strength of team members’ desires to remain a part of the team

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Interpersonal Trust Involves a Cognitive Leap

Firsthand knowledgeof other person’s

reliability and integrity

Distrust Trust

Cognitive leap

Faith in the other person’s good intentions

Assumption that other person will behave as desired

What can you do to build trust?

Figure 11-3

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Cohesiveness

A sense of “we-ness” helps the group stick togetherSocio-emotional cohesiveness•Sense of togetherness

based on emotional satisfaction

Instrumental cohesiveness•Sense of togetherness

based on mutual dependency needed to get the job done 11-14

Test Your Knowledge

Military units engaged in coordinated efforts involving life or death situations would most likely rely on a. Socio-emotional cohesivenessb. Instrumental cohesiveness

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Enhancing Cohesiveness

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Test Your Knowledge

True (A) or False (B)1.Too much team cohesiveness can be a

problem for the organization.2. In general, success leads to cohesion,

rather than cohesion causing success3.Smaller teams are more cohesive4.External threats hurt team cohesiveness5.Members of cohesive teams enjoy more

satisfaction and less turnover

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Teams in Action: Basic Distinctions

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How to Manage Virtual Teams

Establish regular times for group interactionSet up firm rules for communicationUse visual forms of communication where possibleEmulate the attributes of co-located teamsGive and receive feedback and offer assistance on a regular basisAgree on standard technology so all team members can work together easily

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How to Manage Virtual TeamsConsider using 360-degree feedback to better understand and evaluate team membersProvide a virtual meeting room via intranet, web site, or bulletin boardNote which employees effectively use e-mail to build team rapportSmooth the way for an employee’s next assignment if membership on the team, or the team itself is not permanentBe available to employees, but don’t wait for them to seek you outEncourage informal, off-line conversations between team members 11-20

Test Your Knowledge

Joachim is the leader of a virtual team. Due to time zone differences, the team has difficulty finding times to meet but found a time for a conference call today. Aileen, a fellow team member, was supposed to make a presentation to the group but never dialed into the call. In order to preserve the relationships among team members, after the conference call Joachim should:

a. send an email to Aileen's boss regarding her absence from the call.

b. complain to team members about Aileen's behavior.

c. call Aileen directly to inquire about her absence from the call.

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Ways to Empower Self-Managed Teams

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Attributes of High Performance Teams

1) Participative leadership

2) Shared responsibility3) Aligned on purpose4) High communication5) Future focused6) Focused on task7) Creative talents8) Rapid response

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Self-Management Leadership Behaviors

1) Encourages self-reinforcement

2) Encourages self-observation/evaluation

3) Encourages self-expectations

4) Encourages self-goal-setting

5) Encourages rehearsal6) Encourages self-

criticism 11-24

© 2008The McGraw-Hill Companies, Inc. All rights reserved.

ChapterChapter 11 11

Developing and Leading Effective

Teams

Supplemental Slides

Where is your trust?

Suppose you lend a friend a DVD to watch on the agreement that he will mail it back to Netflix. You find out your friend forgot to return the movie to the rental company. He apologizes very sincerely and assures you it won’t happen again.How likely are you to trust him with another DVD? 11-26

Where is your trust?

Now, assume you lent a DVD to another friend and when you ask if she sent it back to Netflix she says “Yes.” Later you discover she lied when you see the DVD on top of her TV. Your friend apologizes and promises to follow through next time.How likely are you to trust this friend with another DVD?

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Recent Research on Trust

Schweitzer, Hershey, and Bradlow (2006) – conducted laboratory study and found…..•When trust is broken by untrustworthy

actions, it can be restored through consistent trustworthy actions

•A promise to act in a trustworthy way helps facilitate the regaining of trust

•Deception does serious long-term damage to trust and makes it very difficult to restore, even when followed by trustworthy actions

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How to Build Trust

What can you do to build trust?• Communicate• Support• Respect• Fair• Predictable• Competent

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Video Cases

Teamwork: Team Activities for Coworkers

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Management in the Movies Hoosiers – “And Two More”

In this scene, Coach Dale is meeting and practicing with his team for the first time.QuestionsWhat type of leader is Coach Dale?Is Coach Dale an effective leader?How does he react to disagreement from his players?

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Groups & TeamsTeam - - Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach

Group - two or more freely interacting individuals, collective norms, collective goals, common identity

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Groups Vs. Teams

Group Team

Goal Share information Collective performance

Synergy Neutral (sometimes negative)

Positive

Accountability Individual Individual and mutual

Skills Random and Varied

Complementary

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A Winning Team

Tennessee Volunteers win NCAA Women’s Basketball Title – April 2007How? In the off-season• Good players recruited• Junior Nicky Anosike developed “The Lady Vol

Pact”

The Lady Vol Pact – January 2007• Gained input from all team members• Final draft contained 8 points everyone agreed to• “I will give it my all on both sides of the court”• “I‘ll take any advice given to me by teammates”Source: Summitt, Vols on Top again, Patrick, D. USA Today 4/4/07 pp. 1C-2C 11-34

Panel Urges Focus on Teamwork

0

5

10

15

20

25

30

35

40

45

Teamwork Critical Thinking Oral/WrittenCommunication

Employers

Recent Graduates

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Team Trust

Which of the following is true?a. Trust among members is sufficient to

ensure successful teams.b. Trust is really not that important when

working in a team.c. Trust is only important when the team

members work autonomously on their team-related tasks.

d. Trust can reduce performance in teams when team members operate autonomously.

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Virtual Teams – Quotes from the Front Line

“Since I don’t know those people in [other cities], getting their stuff done is a low priority. My priorities are about things that are in my face, like when people I see every day are standing there looking at me, waiting for me to get their stuff done.”“Everybody is so busy that you know they’re all multitasking during the call. When I’m the one leading a meeting, I’m pretty sure half of them are checking their e-mails. Nobody pays much attention.” 11-37

Virtual Teams – Quotes from the Front Line

Example email: “Problem with the project design. Let’s discuss at next week’s meeting – Sam.”Receiver’s reaction:•I put a lot of time into that project design•Who is Sam anyway?•Should I trust his judgment?

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Tips for Working on Virtual Teams

Meet face-to-face to start a project and for major milestonesAssume positive intent• If an e-mail's tone sounds off-putting, withhold

judgment until you learn more or talk to them directly via phone

Engage in positive predictable behavior• Honor commitments, attend meetings on time,

don’t send terse emails

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Tips for Working on Virtual Teams

Respect.• Ensure everyone feel they have a voice on the

team.

Be in the moment.• Pay attention to the meeting you are in – no cell

phones, checking e-mail, etc.

Contribution• Everyone should be clear what they should do to

contribute to the team’s goals.

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Which Teams are More Productive?

Small Teams Big Teams

82% 16%

Decide by Consensus One Strong Decision-Maker

81% 17%

People Differ from One Another

People are Similar to One Another

48% 47%

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Leaders Building Trust

Give people reasons to trust one another instead of reasons to watch their backsRefuse to reward successes that are built on untrusting behaviorDisplay trust and trustworthiness in their own actions; personally and on company’s behalf

To Build Trust, Leaders can:

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Building Trust in Traditional & Virtual Teams

Nonwork-related communicationReduction of task and technological uncertaintyTeam members who demonstrate initiativeTeam leaders who communicate in a predictable mannerTimely and meaningful response to problems and issuesPositive and enthusiastic leadershipAbility to shift focus from procedures to tasksCrises handled as “business as usual”

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Conclusion

Questions for discussion

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