Leadership Theory, Application, Skill Development 1st Edition Robert N. Lussier and Christopher F. Achua. This presentation created by: MANAGEMENT TRAINING SPECIALISTS 5320-D Camp Bowie Blvd / Fort Worth, Texas / Copyright © 2001 South-Western College Publishing

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Chapter 9 Leading Self-Managing Teams 8-1

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Chapter 8 Learning Objectives Nature of self-managed teams.Nature of self-managed teams. Key decisions they are empowered to make.Key decisions they are empowered to make. 5 Potential benefits of utilizing.5 Potential benefits of utilizing. 4 Team formation variables4 Team formation variables 7 Facilitating factors7 Facilitating factors Distributed leadership in relationship.Distributed leadership in relationship. 4 Major states of group development.4 Major states of group development. 8-2

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Self-Managed Teams Relatively autonomous work groups in which the responsibilities and obligations traditionally maintained by management have been transferred to a group of people who perform a complex task with highly interdependent activities. 8-3

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Acquire Supplies & Materials Deal with Conflicts Interact with Customers Perform Team Member Evaluations Make Operating Decisions Create Task Procedures Assign Work Plan Schedules Self- Managed Teams Are Usually Empowered to: 8-4

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Stronger Commitment Improved Quality and Efficiency Improved Quality and Efficiency More Satisfied Employees Lower Turnover / Absenteeism Faster Product Development Flexibility Dealing with Personnel Shortages Flexibility Dealing with Personnel Shortages Helps Solve Problems & Suggest Improvements Helps Solve Problems & Suggest Improvements Potential Benefits of UsingSelf-ManagedTeamPotential UsingSelf-ManagedTeam 8-5

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing TeamFormationVariables Task Structure Membership Mix and Size Norms Champion 8-6

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Self-ManagedGroupSuccessFactors Appropriate Compensation Structure Appropriate Task Design Adequate Information System Appropriate Scope of Authority Top Management Support & Commitment Strong & Experienced Facilitator Unambiguous Goals & Objectives 8-7

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Neutral Facilitator An external leader of a self-managed team whose job is to create a supportive environment where team members take on responsibilities to work productively and solve complex problems on their own.An external leader of a self-managed team whose job is to create a supportive environment where team members take on responsibilities to work productively and solve complex problems on their own. 8-8

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing High-Involvement Management Moves power, information, knowledge, and rewards farther down the organization.Moves power, information, knowledge, and rewards farther down the organization. 8-9

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Distributed Leadership A collection of roles and behaviors that can be divided, shared, rotated, and used sequentially or concomitantly in a SMT environment.A collection of roles and behaviors that can be divided, shared, rotated, and used sequentially or concomitantly in a SMT environment. 8-10

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing StormingPerforming Forming 4StagesofGroupDevelopment4StagesofGroupDevelopment Norming Adjourning 8-11

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Stages of Team Development Storming Less Commitment Some Competence Members become dissatisfied with the team as they develop confidence. Forming High Commitment Low Competence Members come committed but have not developed competence in working together. Norming Variable Commit. High Competence Commitment changes while competence remains constant. Performing High Commitment High Competence Commitment and competence remain high Appropriate Leadership Style Autocratic Consultative ParticipativeEmpowerment High Task Low Relationship High Task High Relationship Low Task High Relationship Low Task Low Relationship 8-12