Participation and Leadership in Teams Chapter 10 Participation and Leadership in Teams Communicating for Results, 10th edition

Communicating for Results, 10th edition Chapter 10 Objectives Summarize communication skills needed by effective team members Define task, maintenance, and dysfunctional roles as used by effective team participants Describe each of the different types of leadership Identify the leader’s responsibility during a team meeting Communicating for Results, 10th edition

Commitment and Preparation Committed member is one who is wiling to devote time and energy to team by faithful attendance and is committed to supporting final decision of team Effective team members also prepare carefully for each meeting Communicating for Results, 10th edition

Commitment and Preparation Active listening The active listener: Receives the speaker’s total message Interprets the speaker’s meaning as closely as possible Checks interpreted meaning for accuracy by rephrasing it for speaker Repeats steps 1 through 3 until speaker is satisfied with interpretation Communicating for Results, 10th edition

Commitment and Preparation Open-mindedness Productive team discussion requires members listen with an open mind and respect others’ views Does not mean there will be no disagreement Participants try to reach a decision that benefits group or company as a whole Communicating for Results, 10th edition

Commitment and Preparation Effective personality types “Big Five” personality factors important in successful teams: Extroversion Agreeableness Conscientiousness Emotional stability Openness to experience Communicating for Results, 10th edition

Task and Maintenance Roles Task roles Functions that must be performed if group is to accomplish its task or solve its problem Maintenance roles Functions that must be performed to maintain interpersonal relationships and harmony of group Task roles stressed more by traditional/classical manager Maintenance roles stressed more by human relations manager Communicating for Results, 10th edition

Task and Maintenance Roles Task roles Functions that must be performed if group is to accomplish its task or solve its problem Maintenance roles Functions that must be performed to maintain interpersonal relationships and harmony of group Task roles stressed more by traditional/classical manager Maintenance roles stressed more by human relations manager Communicating for Results, 10th edition

Task and Maintenance Roles Group task roles Initiate Give information Seek information Give opinions Seek opinions Elaborate Energize Review Record Communicating for Results, 10th edition

Task and Maintenance Roles Group maintenance roles Encourage Harmonize Relieve tension Gatekeep Communicating for Results, 10th edition

Dysfunctional Behaviors Some behaviors are dysfunctional because they serve individual needs while inhibiting group needs Some can stimulate healthy conflict and jar group out of its groupthink pattern Communicating for Results, 10th edition

Dysfunctional Behaviors Blocking Aggression Storytelling Recognition seeking Dominating Confessing Special-interest pleading Distracting Withdrawing Communicating for Results, 10th edition

Dysfunctional Behaviors Handling dysfunctional behaviors Helpful hints for minimizing effect of dysfunctional behaviors: Plan your opening remarks carefully If you know ahead of time a person with potentially dysfunctional behavior will be present, seat person next to leader Avoid direct eye contact with anyone performing dysfunctional behaviors Assign dysfunctional members specific tasks to keep them occupied Communicating for Results, 10th edition

Dysfunctional Behaviors Handling dysfunctional behaviors Helpful hints for minimizing effect of dysfunctional behaviors: Ask members to speak in a specific order When person who is displaying nonfunctional behavior stops to take a break, break in Place extremely talkative member between two quiet members Encourage withdrawers Give praise and encouragement Communicating for Results, 10th edition

Effective Team Leadership There are many theories of leadership Research does not completely validate any of these theories, and not all equally helpful Communicating for Results, 10th edition

Trait Theory of Leadership Claims a person must have certain traits to become a leader Successful leaders are more likely to be ambitious, fair-minded, inspiring, empathetic, trustworthy, motivated to lead, self-confident, able to integrate large amounts of information, knowledgeable about their industry and of technical matters, creative, and able to adapt to people and situations Most experts believe good leaders are not born, they are trained Communicating for Results, 10th edition

Function Theory of Leadership Claims there are certain functions or roles that must be performed if group is to be successful Any time you perform one of these roles, you are leader for that period of time Leadership may be defined as use of power to promote goal accomplishment and maintenance of group Communicating for Results, 10th edition

Leadership Styles or Three-Dimension Theory of Leadership Authoritarian leadership style Leaders are central authority figures who retain high degree of control and power over followers Democratic leadership style Leaders and followers make decisions together Laissez-faire leadership style Best characterized by leaders who are not involved with team’s decision making Communicating for Results, 10th edition

Leadership Styles or Three-Dimension Theory of Leadership Authoritarian leader Similar to traditional organization model, Theory X, and blind communication style Communicating for Results, 10th edition

Leadership Styles or Three-Dimension Theory of Leadership Advantages Team reaches solution quickly Often makes few errors Gets more work accomplished than groups Disadvantages Members may develop a dependence on leader Members tend to display more discontent and even hostility Level of use is declining Communicating for Results, 10th edition

Leadership Styles or Three-Dimension Theory of Leadership Democratic leader Similar to human resources model, Theory Y, and open communicator style Communicating for Results, 10th edition

Leadership Styles or Three-Dimension Theory of Leadership Advantages Motivation Initiative Creativity Disadvantages Tasks take longer to accomplish Level of use increasing Communicating for Results, 10th edition

Leadership Styles or Three-Dimension Theory of Leadership One way to reduce resistance is to allow employees to share their ideas in small teams to take part in deciding how change is to take place People who have been involved in decision are much more likely to abide by it Democratic style is good choice when member satisfaction and personal commitment are crucial Communicating for Results, 10th edition

Leadership Styles or Three-Dimension Theory of Leadership Laissez-faire leader This style of leadership tends to result in low level of group productivity and poor member satisfaction Only group of highly trained, highly motivated experts excel with this nonleader Communicating for Results, 10th edition

Leadership Styles or Three-Dimension Theory of Leadership Autocratic leadership style works best in following conditions: Group agreement is not required Group is very large Time for decision is short Tasks fairly simple Communicating for Results, 10th edition

Leadership Styles or Three-Dimension Theory of Leadership Democratic leadership is suggested when the following are true: Greater employee satisfaction needed Group commitment is needed for implementation Tasks are complicated and require lengthy discussion Increased productivity is needed Reduced resistance to change is sought Communicating for Results, 10th edition

Situational Contingency Theory of Leadership Approach to leadership is to adapt situation and contingencies involved You would weigh style you are most comfortable with, needs and expectations of group, the situation, and goals of group Communicating for Results, 10th edition

Situational Contingency Theory of Leadership Situation may be primary factor that dictates most effective leadership style Situational contingency theory Leadership depends on power of the leader, nature of the task, and relationship between leader and team members Communicating for Results, 10th edition

Situational Contingency Theory of Leadership If react fairly negatively to coworkers you least like, you are low LPC leader/authoritarian who is more task oriented than relationship oriented If you react positively to coworkers you least like, you are high LCP leader/democratic who is more interested in relationships than tasks Communicating for Results, 10th edition

Situational Contingency Theory of Leadership Low LPC leadership is more effective at two extremes: When leader is powerful, task well defined, relations are good When leader has little power, task is poorly structured, and leader is disliked High LPC leadership is more effective when: Leader has some power, is moderately liked, and task is somewhat vague Communicating for Results, 10th edition

Situational Leadership Theory Hersey and Blanchard describe four leadership styles – Style selection depends on ability and willingness of subordinates to carry out a task: Delegating style Participating style Telling style Selling or coaching style Communicating for Results, 10th edition

Transformational Leadership Transformational leadership includes the following components: Charismatic Followers seek to identify with leader and emulate him or her Leadership inspires followers with challenge and persuasion Leadership is intellectually stimulating Leadership is individually considerate Communicating for Results, 10th edition

Transformational Leadership Transformational leaders do more than develop a vision They articulate a strategy for bringing that vision to life The transformational leader has undeniable charisma These leaders are able to improve performance at all levels Not all charismatic leaders are ethical Unethical charismatics Communicating for Results, 10th edition

Communicating for Results, 10th edition Virtual Meetings The following suggestions are a good place to begin: Select team members carefully Avoid micromanagement Provide detailed training Encourage regular and extensive communication Communicating for Results, 10th edition

Face-to-Face Meetings Leaders are responsible for including the following: Inform everyone involved when and where all meetings are to take place Select place for meeting that will be conducive to effective discussion Check facilities a few minutes before meeting to see that everything needed is in place Welcome people as they come in Start and end meetings on time Preview and stick to agenda Make sure secretary/recorder is present Communicating for Results, 10th edition

Face-to-Face Meetings Leaders are responsible for including the following: Encourage discussion Ask questions skillfully Listen carefully to all comments Summarize See to other necessary task and maintenance functions Thank participants and audience Make sure all people in organization who need results of meeting are properly informed Communicating for Results, 10th edition