Practicing Leadership: Principles and Applications Chapter 9: Teaming and Leadership

“None of us is as smart as all of us.” ▫Ken Blanchard

Seven Types of Teams Traditional Teams – stable over time Project Teams – formed for a specific reason Cross-Functional Teams – have representatives from all stakeholders Multicultural Teams – diverse group High Performance Teams – good relationships and operate on a high level High Performance Inclusive Teams – a deliberate use of knowledge and experience Pseudo Teams

Stages of Team Development Forming Storming Norming Performing Adjourning

Advantages to Working on a Team Enhanced performance Resolve issues more quickly More innovation Increased employee satisfaction and motivation

Barriers to Effective Teamwork Conflict Communication issues Dysfunctional interpersonal relationships Group think Social loafing

High performance Teams Positive RolesNegative Roles EncouragerEgo Tripper ClarifierNegative Artist HarmonizerAbove-it-all Person Idea GeneratorAggressor Ignition KeyJokester Standard SetterAvoider Detail Specialist

Key ingredients to High Performance Teams Clear goals Results-driven Competent team members A shared commitment Collaboration Standards of Excellence External support and recognition Principled leadership