team leadership and design slides
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Team design and slidesTRANSCRIPT
Team Leadership and Team Design
MGT 300
Team Dynamics and Managerial
Analysis
Today’s Objectives
Compare and contrast good team leadership
skills from not-so-good team leadership skills
Identify critical factors need to design an
effective team
Apply theories to a real case
Agenda
Did you all take the MBTI?
Geese and team leadership
Review of reading
Team Design
Application
3
What Can We Learn About Leadership From Geese in Flight?
Geese in Flight From Winged Migration
Lesson #1 from Geese on Leadership
(As each goose flaps its wings, it creates an "uplift" for
the bird following. By flying in a "V" formation, the whole
flock adds 71% more flying range than if each bird flew
alone.)
People who share a common direction and
sense of community can get where they are
going quicker and easier because they
are traveling on the thrust of one another.
Lesson #2 from Geese on Leadership
(Whenever a goose falls out of formation, it suddenly
feels the drag and resistance of trying to fly alone, and
quickly gets back into formation to take advantage of the
"lifting power" of the bird immediately in front.)
If we have as much sense as a goose, we
stay in formation with those headed
where we want to go. We are willing to
accept their help and give our help to
others.
Lesson #3 from Geese on Leadership
(When the lead goose gets tired, it rotates back into the
formation and another goose flies at the point position.)
It pays to take turns doing the hard tasks
and sharing leadership. Like geese,
people are interdependent on each other’s
skills, capabilities, and unique gifts,
talents, or resources.
Lesson #4 from Geese on Leadership
(The geese in formation honk from behind to encourage
those up front to keep up their speed.)
We need to make sure our honking is
encouraging. In teams where there is
encouragement, the production is much
greater.
Lesson #5 from Geese on Leadership
(When a goose gets sick or wounded or shot down, two
geese drop out of formation and follow their fellow
member down to help provide protection. They stay with
this member of the flock until he or she is either able to
fly again or dies. Then they launch out on their own, with
another formation, or catch up with their own flock.)
If we have as much sense as geese, we
will stand by each other in difficult times
as well as when we are strong
10
Two Types of Team Leadership Roles
Task-Specialist Behavior Evaluate how tasks will be
accomplished Seek information to clarify
tasks Summarize ideas and
facts related to problem at hand
Energize others and stimulate team into action
Socioemotional Behavior Encourage contributions
by others Reduce tension/help
resolve conflict Show concern for
member’s needs/feelings Maintain agreed-upon
norms and standards of behavior
Identify problems with team interactions
Sources: In Daft, R. L. The leadership experience (4th edition). Stamford, CT. Thompson Learning. Page 306
Based on Robert A. Baron, Behavior in Organizations, 2nd ed. (Boston: Allyn and Bacon, 1996); Don Hellriegel. John W. Slocum, Jr.,
and Richard W. Woodman, Organizational Behavior, 8th ed. (Cincinnati, OH; South-Western, 1998) p. 244 and Gary A. Yukl, Leadership
in Organizations, 4th ed (Upper Saddle River, NJ: Prentice-Hall, 1998). pp. 384-387
Small Group Exercise—Leadership Behaviors Needed for Team Success
Think of a leader you most admire and/or your best
team experience--what behaviors resulted in… ?
• A common direction and sense of community
• Alignment in the same direction, all working toward the
same goal
• Shared leadership
• A culture that encourages rather than discourages
• Commitment to everyone's success --if one person fails,
everyone fails
What behaviors would result in the opposite?
Linda Hill’s Model for Effective Team Management
Linda Hill’s Model for Effective Team Management
Source:
Hill, L. A. (1994). Managing your team. Harvard Business School Cases. Boston, MA: Harvard Business School Publishing
Managing/Interacting with the Brain in Mind
Managing/Interacting with the Brain in Mind
Source: Rock, D. (2009) Your Brain at Work, Collins, New York. © David Rock—for classroom use only
New Science of Building Teams
New Science of Building Teams
Source:
Pentland, A. (2012). The new science of building great teams. Harvard Business
Review, 90(4), 60-70
High Performance
Exploration
Energy
Engagement
TEAM DESIGN
New Project
You’ve been assigned a new project
You need to build a team to work together on
this project
Where do you start?
“It’s more important to have a well-designed
team than a team with a good leader.”
Thompson, L. (2011). Making the team: A guide for managers (4th ed.). Upper
Saddle River, NJ: Prentice Hall
Three Things to Consider
Task
People
Processes
You need to answer questions about these
three things in order to design your team.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Internal Dynamics: Key Questions to Ask
When Building the Team
PHASE 1
Task Analysis
• What work needs to be
performed?
•Is the goal clearly defined
•How much authority does the
team have to manage its own
work?
•What is the focus of work the
team will do?
•What are the roles and
responsibilities of the team?
•What is the degree of
interdependence among team
members?
•Does there exist only one
correct solution?
•Are team members’ interests
aligned or competitive?
•How big should the team be?
•What is the time allotted to
accomplish the task?
PHASE 2
People
• Who is ideally suited to
do the work?
• What technical, task
management, and
interpersonal skills are
required?
• What motivates
individuals to join teams?
• What types of diversity
are optimal in the team?
PHASE 3
Processes and
Procedures
• How much structure is the
group given?
• What are the explicit
(spoken) norms of the
groups?
• What are the implicit
(unspoken) norms of the
groups?
• Which norms are
conducive for
performance?
• What is the process by
which ineffective norms
can be revised?
4-1
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Types of Work That Teams Do
Broad Dominant
Objective Feature Process Emphasis Threats
Tactical Clarity • Directive, highly focused tasks • Role ambiguity
• Role clarity • Lack of training
• Well-defined operational standards • Communication barriers
• Accuracy
Problem Trust • Focus on issues • Failure to stick to facts
solving • Separate people from problem • Fixate on solutions
• Consider facts, not opinions • Succumb to political
• Conduct thorough investigation pressures
• Suspend judgment • Confirmatory information search
Creative Autonomy • Explore possibilities and alternatives • Production blocking
“Lumpy” participation
Source: Adapted from Larson, C. E., & LaFasto, F. M. (1989). Teamwork: What must go right/what can go wrong. Newbury Park, CA: Sage.
4-3
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Levels of Interdependence
Pooled interdependence Group Members
X
Product
Reciprocal interdependence
Sequential interdependence P1 P2 P3 X
Product
P1 P2 P3
Source: Thompson, J. (1967). Organizations in action. New York: McGraw-Hill.
4-4
Application To Case--Fitcraft
Small teams
Work on case
Report out