1. Leading and Working in Teams
Chapter 7

2. Case: Museum of Springfield What are the problems?

3. What we can Apply:
Kinds of communication that distinguishes a group from a team
Advantages and disadvantage working face-to-face and virtually
Approaches to leadership, relating to teammates, and power
Guidelines for effective communication

4. The Importance of Working Together
The amount of research done as a team has increased in virtually every scientific field
In multimedia, working on a team is the top nontechnical job skill identified
Teams have advantages over individuals
Productivity is an advantage
Teams produce more solutions
Demonstrate more commitment and enthusiasm for creation
(Adler, Elmhorst, & Lucas, 2013)

5. Characteristics of Work Groups
Size (more than 2, optimal size: 5 or 7, no more than 20
Shared Purpose (collective goal)
Interaction Over Time (shared standards of behavior and expectations/ norms and roles)
Interdependence (dependence on one another)
Identity (distinction as group- formally or nonformally)

6. Becoming a Team
Focus is on “team” challenges and goals, not individual
Members produce collective work
Work is shaped collectively and cooperatively by leader and members

7. A Winning Team Clear and inspiring shared Goals
A results-driven structure
Competent team members
Unified commitment
Collaborative climate
Standards of excellence
External support and
recognition
Principled Leadership

8. Virtual Teams- working together apart
Tips (Technology tip, pg. 190)
Technology can help teams connect
Virtual teams can be equally or more efficient
Established teams can excel
Can boost efficiency of people who work close (under the same roof)
Everyone is more equal
Technology permits inexpensive/ synchronous meetings

9. Leadership
Trait Approach- all leaders possess common traits that lead to effectiveness (physical attractiveness, sociability, desire, originality, intelligence) [1930’s]
Style Approach- managerial styles as influence (authoritarian, democratic, laissez-faire) [1940’s]
Contingency Approach- “best” style is flexible or situational (task oriented or relationship oriented) [Fred Fieldler]

10. Leader-Member Exchange (LMX)
Theory suggest different relationships with different members
Multiple relationships
Each one unique
Leaders have limited time and energy
Cannot provide equal amount of resources
Producing high quality “insiders” (positive/ supportive) or low quality “outsiders” (less interactive: threatening, competitive, defensive) relationships

11. Emergent/ Designated or Self- Directed
Power
Position Power (title)
Coercive Power (punish)
Reward Power
Expert Power (expertise in training or education)
Referent Power (influence)
Information Power (obscure knowledge/ useful)
Connection Power (networking/ nepotism)

12. Being Effective Fill Functional Roles (Table 7-2, pg. 199)
Recognize Both Team and Personal Goals (Table 7-3, pg. 201)
Promote Desirable Norms (Table 7-4, pg. 203)
Promote Cohesiveness
Shared and Compatible Goals, Progress, Shared Norms and Values, Minimum Threats, Interdependence, External Threats that promote closeness, Shared Team Experiences

13. Avoid Excessive Conformity/ Group Think/ Risky Shift
Illusion that group is invulnerable
Tendency to rationalize or discount negative information
Willingness to ignore ethical or moral consequences
Stereotyped views
Team pressure
Self-censorship
Illusion of unanimity
mindguards