A-608: Leadership, Entrepreneurship, and Learning Themes Organizational Culture Building Effective Teams Organizational Change Organizational Alignment Changing organizations from within (intrapreneurship) Building organizations (entrepreneurship) Organizational Learning Learning to Lead Leadership Entrepreneurship Learning

SLADE (DAY 2) Diagnostic tool: Work Group Model Focus on culture (norms, roles, subgroups) Examine design factors as levers for managerial action Understand interrelationships between: factors affecting behavior behavior outcomes Psychological contract Ethical dimensions/implications Trade-offs given multiple stakeholders Action alternatives Risks associated with action & inaction What are your objectives: control vs. commitment? Focus on the informal social system (as well as the formal organizational structure)

The Eight Orpheus Principles Put power in the hands of the people doing the work Encourage individual responsibility Create clarity of roles Share and rotate leadership Foster horizontal teamwork Learn to listen, learn to talk Seek consensus (and build creative structures that favor consensus) Dedicate passionately to your mission Source: The Economist, Aug 3, 2006

Myths about Leadership & Teams Leadership resides in a single person (E.g., leader as charismatic hero) Leadership is based upon function, position Leaders often must exercise influence without formal authority Shared leadership Team effectiveness = performance Task output/performance is at least acceptable Team’s ability to work together is enhanced Individual members develop as result of team

Four Team Activities Execute the work, perform the task, deliver the service Monitor and manage the work Structure the team and its context Set the overall direction

Four Levels of Team Self-Management Management Responsibility The Authority Matrix: Four Levels of Team Self-Management Setting Overall Direction Designing the Team and its Organizational Context Monitoring and Managing Work and Progress Executing the Team Task Management Responsibility Team Responsibility Manager-led Self-managing Self-designing Self-governing Team Team Team Team Source for references to teams in this presentation: Hackman, J.R. (2002). Leading Teams: Setting the Stage for Great Performances. Cambridge, MA: Harvard Business School Press.

Personal Learning Questions Leadership and Team Member Authority Where have the teams you have been on fallen out on the authority matrix? Why? (preferred leadership style, team member preferences, priorities, context) Is this where you want(ed) to be? Team Effectiveness How do you think about team effectiveness? (>performance?) What do you need to pay more attention to? Leader Selection and Training Do you prefer to recruit for attitude over aptitude? Do you tend to look for charismatic heroes? Given your answers to 2, 3, what do you need to think about as you lead teams in the future?