developing team leadership

23
CHAPTER - 9 CHAPTER - 9 DEVELOPING TEAM WORK DEVELOPING TEAM WORK

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Page 1: Developing Team Leadership

CHAPTER - 9CHAPTER - 9

DEVELOPING TEAM WORKDEVELOPING TEAM WORK

Page 2: Developing Team Leadership

LEADERSHIPLEADERSHIP

The process of influencing people while operating to meet organizational requirements and improving the organization through change.

Page 3: Developing Team Leadership

LEARNING OBJECTIVESLEARNING OBJECTIVES

Difference Between Solo and Team Leadership Advantages and disadvantages of working in a

group Leader’s role in team based organization Leader’s behaviors and attitudes to foster team

work Potential contribution of outdoor training Leader-Member exchange model contribution in

understanding of team work

Page 4: Developing Team Leadership

DEVELOPING TEAM WORKDEVELOPING TEAM WORK

Team Leadership:

Chooses to limit role Builds on diversity Seeks talent Develops colleagues Creates mission

Team Leadership Vs Solo Leadership:Team Leadership Vs Solo Leadership:

Plays unlimited rolePlays unlimited role

Strives for conformityStrives for conformity

Collects acolytesCollects acolytes

Directs subordinatesDirects subordinates

Projects objectivesProjects objectives

Solo Leadership:Solo Leadership:

Page 5: Developing Team Leadership

Team

• Common commitment• Accomplishes many collective works• Shared leadership role• Individual and mutual accountability• Produces collective work product• Leader encourages open ended

discussions and active problem solving

• Team discusses, decide and do real work together

Group

•Commitment not strong

•Works slightly independently

•Strong leader

•Individual accountability

•Produce individual work product

•Group leader runs efficient meetings

•Group discusses decide and delegate

Page 6: Developing Team Leadership

Coaching team member and group member Coaching team member and group member towards higher level of performancetowards higher level of performance

The leader must be able to coach his team members towards high levels of performance and for that he can use different approaches. For a leader to be a good coach he has to have the following characteristics:

Pick your time and space Build rapport Build trust Provide challenge Use action based language Build positive expectations Cultivate Motivate with encouragement

Page 7: Developing Team Leadership

ADVANTAGES OF TEAM / ADVANTAGES OF TEAM / GROUP WORKGROUP WORK

Collective wisdom Achieve synergy – Group’s total output exceeds

sum of individual outputs. Avoid major errors Contribute to improvement and innovation Self management responsibilities Job satisfaction Auxiliary : Affiliation, Security, Self Esteem,

Self Fulfillment

Page 8: Developing Team Leadership

DISADVANTAGES OF TEAM DISADVANTAGES OF TEAM / GROUP WORK/ GROUP WORK

Pressures to conform to group standards of performance and conduct

Social loafing. Shrinking social responsibility in in group setting

Conflict on the job Group think. Deterioration of mental efficiency, reality testing,

moral judgment in the interest of group solidarity

Unstable arrangement

Page 9: Developing Team Leadership

THE LEADERS ROLE IN A TEAM THE LEADERS ROLE IN A TEAM BASED ORGANIZATIONBASED ORGANIZATION

The role of a team leader is not to boss people around but to help them instead and if you do not like some of their ideas just politely say i don't think that that idea will work maybe we could go for a different approach. The role of a leader is also to take charge of things. But don't be bossy.

Page 10: Developing Team Leadership

Key roles of leader will beKey roles of leader will be

Building trust and inspiring teamworkCoaching and Inspiring members towards higher level

of performanceFacilitating and supporting the decisions by the teamExpanding the teams capabilitiesCreating team identityAnticipating and influencing changeEnabling and empowering members to accomplishEncourage to eliminate low value work

Page 11: Developing Team Leadership

Building trust and inspiring TeamworkBuilding trust and inspiring Teamwork

In order to inspire teamwork the leader has to show a positive attitude. Upstanding, hardworking people will gravitate to those with good attitude, and positivity breeds positivity. Eventually more and more people will model the behavior until most people are working very well together as a team.

Example:

As an example we can take the recent emergence of the Indian cricket team as one of the Top teams in the world and their captain Mahinder Singh Dhoni has played a key role in that. With his positivity he gets the best out of his players on the field.

Page 12: Developing Team Leadership

TO BUILD YOUR TO BUILD YOUR ORGANIZATION LIKE A ORGANIZATION LIKE A

WINNING TEAMWINNING TEAM

Develop pride in group membership Convince them they are the best Give recognition Encourage organizational mottos, names, symbols Establish your group’s worth Focus on common purpose Encourage your organization to participate in

activities together outside work

Page 13: Developing Team Leadership

LEADERS BEHAVIORS AND LEADERS BEHAVIORS AND ATTITUDES THAT FOSTER ATTITUDES THAT FOSTER

TEAM WORKTEAM WORK Defining team’s mission Developing norms of team work Emphasizing pride in being outstanding

Serving as a model of team work Using a consensus leadership style Designing physical structures that facilitate

communication Establish urgency, demanding performance

standards and providing directions

Page 14: Developing Team Leadership

Emphasizing group recognition and rewards Challenging the group regularly with fresh facts

and information Encouraging competition with another group Encouraging use of jargon Initiating ritual and ceremony Soliciting feed back on team effectiveness Minimize micro management Open-book management/team book development

Page 15: Developing Team Leadership

Developing Teamwork Norms

Strategy Cooperation Theory Communication and normative statements

Defining Mission

The Mission Statement for the group helps answer the questionWhy are we doing this ?Specific goal, purpose and philosophical tone

Pride in Being Outstanding

Why are we doing this ?

Specific goal, purpose and philosophical tone

Page 16: Developing Team Leadership

Holding a Powwow

Informal approach, ground work cooperation Opportunity to be heard Parts: Skill inventory, Interest inventory, and Data dump

As a Model of Teamwork

Leader’s self disclosure Shared perceptions and concerns

Consensus Leadership Style

Group harmony Belief in shared governance and partnership

Page 17: Developing Team Leadership

Physical Structure that Facilitate Communication

Frequent interaction Shared physical facility

Establishing Urgency, Demanding Performance, Providing Direction

Explicit expectations

Page 18: Developing Team Leadership

Group Recognition / Reward Recognition promote identity Team compensation

Challenging Group Regularly Feeding The Team With Valid Facts & Information

Encouraging Competition Support against threat

Encouraging Use of Jargon Symbolic and ritualistic framework In group jargons

Page 19: Developing Team Leadership

Initiating Ritual and Ceremony Opportunity for reinforcing values Team Dinners

Soliciting Feedback on Team Effectiveness Systematically collect feedback

Minimizing Micromanagement Close monitoring of most aspects Members manage own activities

Page 20: Developing Team Leadership

OUT DOOR TRAINING AND OUT DOOR TRAINING AND TEAM DEVELOPMENTTEAM DEVELOPMENT

•Popular experimental approach to building teamwork and leadership skills is outdoor training

•Learning by doing

•Confronting challenges and exceeding self imposed limitations

•Encourage sports together

Page 21: Developing Team Leadership

LEADER – MEMBER LEADER – MEMBER EXCHANGE MODELEXCHANGE MODEL

Also called Vertical Dyad Linkage Model Developed by George Graen Explains why one sub group in a unit is part of a

cohesive team and another subgroup is excluded Leader develop unique working relationship

– In group : Smoothly functioned team– Out Group: Lesser team work

LEADER

Group Member

1

Group Member

2

Group Member

3

Group Member

4

Group Member

5

Group Member

6

OUT GROUP(POOR / NEUTRAL TEAM WORK)

IN GROUP(GOOD TEAM WORK)

Page 22: Developing Team Leadership

The nature of differences in leader-member relationships is

the “negotiating latitude” that the leader allows the member

Negotiating latitude is based on

– the leader’s willingness to allow changes in the

member’s job

– regardless of the leader’s formal authority, his or her

inclination to use position power to help the member

solve work-related problems

The negotiating latitude of the member is positively related

to the member’s satisfaction with the leader

Page 23: Developing Team Leadership