Team Building: A Leadership Strategy Chapter Twelve Team Building: A Leadership Strategy

Chapter Preview: Team Building— A Leadership Strategy Teamwork in an organizational setting Common types of work teams Characteristics of an effective work team Behavioral science principles that support team building Team-building skills leaders need Team-member skills employees need Copyright © Houghton Mifflin Company. All rights reserved.

Leadership Challenges in a Changing Workplace Rapid changes Greater employee stress and tension Long-term strategies versus short-term demands Increased diversity Employment stability Copyright © Houghton Mifflin Company. All rights reserved.

Team Building: An Introduction Leadership style that promotes team building is positively associated with Productivity Profitability Copyright © Houghton Mifflin Company. All rights reserved.

Team Building: An Introduction Teamwork is often associated with Reduced turnover Cost reduction Large production increases Gains in quality Improved customer service Copyright © Houghton Mifflin Company. All rights reserved.

Team Building: An Introduction Teamwork Job gets done efficiently and harmoniously Fewer interpersonal relations problems Positive effect on the physical and psychological well-being of employees Higher levels of job satisfaction and less stress Copyright © Houghton Mifflin Company. All rights reserved.

Team Building: An Introduction Synergy is another positive outcome of teamwork The interaction of two or more parts to produce greater results than the sum of the parts taken individually Especially important when organizations value creativity Copyright © Houghton Mifflin Company. All rights reserved.

Teamwork Doesn’t Come Naturally The concept of teamwork has been around a long time Many organizations work hard to get all employees to pull together as a team Most jobs today require ongoing interaction between coworkers and managers Copyright © Houghton Mifflin Company. All rights reserved.

Teamwork Doesn’t Come Naturally Need commitment and cooperation of every employee Requires meaningful employee participation in planning, solving problems, and developing ways to improve Copyright © Houghton Mifflin Company. All rights reserved.

Teamwork Doesn’t Come Naturally Barriers Some value individualism over teamwork Conflict can cause a breakdown in relationships Heavy workloads and long hours lead to weary employees Teamwork flourishes under strong leadership Copyright © Houghton Mifflin Company. All rights reserved.

The Transition to Team-Based Structures Teams have become popular because they encourage participative management Process of empowering employees to assume greater control of the workplace There are two common types of teams Self-managed Cross-functional Copyright © Houghton Mifflin Company. All rights reserved.

Self-Managed Teams Assume responsibility for traditional management tasks as part of regular work routine Copyright © Houghton Mifflin Company. All rights reserved.

Self-Managed Teams Typically Increases accountability 5 to15 members cross train and rotate jobs within group Increases accountability Reduces time on dull and repetitive tasks Taps employees full potential Copyright © Houghton Mifflin Company. All rights reserved.

Cross-Functional Teams Task groups staffed with a mix of specialists focused on a common objective Copyright © Houghton Mifflin Company. All rights reserved.

Cross-Functional Teams Typically Temporary units Members from different departments Involve developing new work procedures or products, devising work reforms, or introducing new technology Often make decisions that directly influence improvements Copyright © Houghton Mifflin Company. All rights reserved.

Real Teams Are Rare Greater use of teams in organizations Most "teams" are really single-leader work groups that rely on their leaders for Purpose Goals Motivation Assignments Copyright © Houghton Mifflin Company. All rights reserved.

Real Teams Are Rare Using teams is not a quick fix Can take one or two years for members to learn all the tasks they will perform as they rotate from job to job Time for team to be comfortable Making decisions, scheduling work, hiring, training, and problem solving Copyright © Houghton Mifflin Company. All rights reserved.

Real Teams Are Rare A real team Draws its motivation more from its mission and goals than from its leader Each member is accountable for the group's performance and results Copyright © Houghton Mifflin Company. All rights reserved.

Basic Beliefs About Teamwork Approach I Examine careers of successful leaders who demonstrate ability to develop teamwork Approach II Review the findings of scholars who have identified the characteristics of successful leaders Copyright © Houghton Mifflin Company. All rights reserved.

McGregor’s Influence Emphasized “unity of purpose” as the main feature of productive work units Common goals and common commitment Groups accomplish more than it would without them Copyright © Houghton Mifflin Company. All rights reserved.

McGregor’s Influence Suggests several characteristics of an effective work team Informal and relaxed atmosphere They discuss work-related issues and have comfortable disagreements Tasks and objectives are well understood Members listen to each other People freely express feelings and ideas Copyright © Houghton Mifflin Company. All rights reserved.

Total Person Insight The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership. General Colin Powell (Ret.) United States Army Copyright © Houghton Mifflin Company. All rights reserved.

The Leadership Grid® The Leadership Grid® (formerly known as The Managerial Grid) is based on two leadership style dimensions: Concern for people Concern for productivity Five most important differences among managers Copyright © Houghton Mifflin Company. All rights reserved.

The Leadership Grid® Impoverished management Might be classified as “inactive” managers Display little concern for people or production Give little of themselves Copyright © Houghton Mifflin Company. All rights reserved.

The Leadership Grid® Country club management Shows low concern for production Shows high concern for people Steps are taken to prevent unhappiness and dissension Copyright © Houghton Mifflin Company. All rights reserved.

The Leadership Grid® Authority compliance Task oriented, placing much attention on getting the job done Shows concern for production, not people, regardless of the cost Copyright © Houghton Mifflin Company. All rights reserved.

The Leadership Grid® Middle-of-the-road management Displays a moderate concern for both people and production Sees a limited amount of participative management as practical Copyright © Houghton Mifflin Company. All rights reserved.

The Leadership Grid® Team management A proactive style Displays high concern for people and production “One best style” Copyright © Houghton Mifflin Company. All rights reserved.

The Leadership Grid® Team management style is most positively associated with Productivity and profitability Career success and satisfaction Physical and mental health Shared responsibility High participation Commitment Copyright © Houghton Mifflin Company. All rights reserved.

Hall’s Contributions High-achieving managers have deep interest in both people and productivity rely heavily on participative approach Low/moderate-achieving managers avoid involving subordinates in planning and decision making Copyright © Houghton Mifflin Company. All rights reserved.

Hall’s Contributions Participative management practices are more likely to be fostered in an organization where management projects confidence in workers’ potential Copyright © Houghton Mifflin Company. All rights reserved.

Behavioral Science Principles Shared participation in problem solving is basis for growth, development, and contribution Mutual trust and respect underpins productive human relationships Open communication supports mutual understanding Copyright © Houghton Mifflin Company. All rights reserved.

Behavioral Science Principles Conflict management by direct problem-solving confrontation promotes personal health Responsibility for one’s own actions stimulates initiative Copyright © Houghton Mifflin Company. All rights reserved.

Total Person Insight Life is good when trust is present. Life hurts when trust disappears. We understand this at a level so deep it is indistinguishable from our very being. Michael Crom Vice President, Dale Carnegie & Associates, Inc. Copyright © Houghton Mifflin Company. All rights reserved.

Team-Building Skills for Leaders In today’s environment, there is a high demand for individuals with strong leadership skills Copyright © Houghton Mifflin Company. All rights reserved.

Team-Building Skills for Leaders Successful leaders share some behavioral characteristics Two of the most important are Consideration Structure These dimensions are separate and independent of each other Copyright © Houghton Mifflin Company. All rights reserved.

Consideration Extent to which a manager’s relationships with workers are characterized by Mutual trust Respect for employees Consideration of feelings Warmth in interpersonal relationships Good rapport Two-way communication Copyright © Houghton Mifflin Company. All rights reserved.

Structure Extent to which a supervisor is likely to direct workers toward goal attainment Managers actively direct group activities by Scheduling Planning setting goals Communicating information Evaluating performance Copyright © Houghton Mifflin Company. All rights reserved.

Consideration and Structure Consideration Concern for people Structure Concern for production Each is independent of the other Competency can be developed in both Copyright © Houghton Mifflin Company. All rights reserved.

Improving Consideration Skills The effective use of consideration skills creates a positive work environment Leaders with consideration skills follow: Law of empathy – sensitivity and awareness of the needs, feelings, and motivations of those they lead Copyright © Houghton Mifflin Company. All rights reserved.

Improving Consideration Skills Practices that can improve consideration Recognize accomplishments Provide for early and frequent success Take a personal interest in each employee Establish a climate of open communication Discover individual employee values Copyright © Houghton Mifflin Company. All rights reserved.

Improving Structure Skills The supervisor who incorporates structure into his or her leadership style plays an active role in directing group activities. The team builder gives the group Direction and standards Maintains accountability Copyright © Houghton Mifflin Company. All rights reserved.

Improving Structure Skills Practices that develop structure skills Communicate your expectations Encourage individual and team goal setting Provide specific feedback often Deal with poor performance immediately Copyright © Houghton Mifflin Company. All rights reserved.

Improving Structure Skills Management by objectives (MBO) A formal approach to goal setting Specific targets are set for specific periods Set and agreed on by supervisor and employee Individual goals should mesh with organizations goals Conduct review at the end of the period Copyright © Houghton Mifflin Company. All rights reserved.

Situational Leadership Theory that most effective leadership occurs when leader’s style matches the situation Emphasizes the need for flexibility Applying the right leadership style for each situation Copyright © Houghton Mifflin Company. All rights reserved.

Two Dimensions of Situational Leadership Task behavior Extent to which the leader engages in defining duties and responsibilities of individuals or groups Telling people what, how, when, where, and who’s to do task Copyright © Houghton Mifflin Company. All rights reserved.

Two Dimensions of Situational Leadership Relationships behavior Extent to with the leader engages in two-way or multi-way communication Listening, encouraging, facilitating, providing clarification, and giving socio-emotional support Copyright © Houghton Mifflin Company. All rights reserved.

Model Similarities Relationship behavior Consideration Concern for people Task Behavior Structure Concern for production Copyright © Houghton Mifflin Company. All rights reserved.

Model Differences When attempting to influence others: Diagnose readiness level in the follower for specific task Provide appropriate leadership style for that situation Copyright © Houghton Mifflin Company. All rights reserved.

Situational Leadership Need to decide amount of relationship and task behaviors needed for each situation To become a situational leader you must first develop task (structure) and relationship (consideration) behavior skills Copyright © Houghton Mifflin Company. All rights reserved.

Additional Leadership Qualities Character Emotional intelligence Both can be developed Key to growth is self-awareness Copyright © Houghton Mifflin Company. All rights reserved.

Figure 12.2 Additional Leadership Qualities Copyright © Houghton Mifflin Company. All rights reserved.

Character Personal standards of behavior Honesty Integrity Moral strength Impossible to build trusting relationships without character Copyright © Houghton Mifflin Company. All rights reserved.

Character Effective leadership characterized by Honesty Truthfulness Straight dealing Copyright © Houghton Mifflin Company. All rights reserved.

Emotional Intelligence Ability to monitor your own and others’ emotions and deal with them effectively Leaders with emotional intelligence are More likely to detect friction and eliminate conflict More flexible Better situational leaders Copyright © Houghton Mifflin Company. All rights reserved.

Teamwork: The Employee’s Role Most valued employees are willing to assume leadership roles and responsibilities Each team member should assume an active part in helping the work unit achieve its mission be a team builder Copyright © Houghton Mifflin Company. All rights reserved.

Employees as Leaders Effective leaders are helping work team members develop leadership skills The team’s success does not always ride on one person Merit in establishing diversity of leadership within work group Copyright © Houghton Mifflin Company. All rights reserved.

Valued Team Members Every employee has potential to be a leader Success often depends on your ability to be an effective team member Copyright © Houghton Mifflin Company. All rights reserved.

Becoming a Valued Team Member Avoid becoming part of a clique or subgroup within the team Avoid any action that might sabotage the team Keep in mind that effective team membership depends on honest, open communication Do not feel the need to submerge your own strong believes, creative solutions, and ideas Copyright © Houghton Mifflin Company. All rights reserved.

Total Person Insight Great challenges require great teamwork, and the quality most needed among teammates amid the pressure of a difficult challenge is collaboration….Each person brings something to the table that adds value to the relationship and synergy to the team. John C. Maxwell Author, The 17 Essential Qualities of a Team Player Copyright © Houghton Mifflin Company. All rights reserved.

Managing the Relationship with Your Boss Relationships usually more effective when both parties assume responsibility Burden for managing relationships should not fall solely on supervisor Supervisor will become more effective at performing his or her job Copyright © Houghton Mifflin Company. All rights reserved.

Managing the Relationship with Your Boss Assess your own strengths Develop an understanding of your boss Flex your communication style Be frank and candid Copyright © Houghton Mifflin Company. All rights reserved.

Summary Teamwork ensures that a job gets done and that it gets done efficiently Teamwork can mean the difference between a profitable and unprofitable organization Team-building leadership style is suited to today’s employees Copyright © Houghton Mifflin Company. All rights reserved.

Summary Many companies are forming specific types of teams Self-directed Cross-functional Copyright © Houghton Mifflin Company. All rights reserved.

Summary Two ways to learn about teams Leaders who promote teamwork Scholars who discuss it Copyright © Houghton Mifflin Company. All rights reserved.

Summary Effective teamwork is informal and relaxed People are Involved Interested Eager to participate in work-related problems Goals and objectives are clearly understood Copyright © Houghton Mifflin Company. All rights reserved.

Summary Two dimensions of supervisory leadership Consideration Structure Additional qualities of effective managers Character Emotional intelligence Copyright © Houghton Mifflin Company. All rights reserved.

Summary Consideration reflects the maintenance of employee relationships Structure reflects direction through planning, goal setting, communication, scheduling, and evaluating Copyright © Houghton Mifflin Company. All rights reserved.

Summary Effective work group members should assume leadership roles Each helps the group achieve its mission Copyright © Houghton Mifflin Company. All rights reserved.

Summary Employees are in a unique position to give guidance and support to their supervisor Bosses need assistance and support to achieve success Copyright © Houghton Mifflin Company. All rights reserved.

Summary Learn to understand your boss Assess your strengths Identify personal characteristics that might impede or facilitate a working relationship Be frank and candid Sometimes you need to disagree with your boss Copyright © Houghton Mifflin Company. All rights reserved.