1. Leading Teams
Chapter 14

2. Why Teams at Work? Teamwork provides benefit to companies
What is a team?
Two or more people who interact and coordinate work toward a goal
Work interdependently
The Dilemma of Teams
We have to give up our independence
We have to put up with free riders
Teams are sometimes dysfunctional

3. Differences between Groups and Teams

4. Five Common Dysfunctions of Teams

5. How to Make Teams Effective
Successful teams don’t just happen
Team members should consider:
Defining roles
Establishing norms
Setting goals
Work-team effectiveness is based on:
Productive output
Personal satisfaction
Capacity to adapt and learn

6. Work Team Effectiveness Model

7. Model of Team Effectiveness
Organizational context
Overall leadership
Strategy
Environment
Culture
Reward systems
Managers define teams
Type of team
Team structure
Team composition
Diversity in task/skill as well as gender/race is important
Team characteristics impact processes

8. Effective Team Leadership
Rally people around a compelling purpose
Share power
Admit ignorance

9. Types of Teams Formal Team – defined by formal structure
Vertical: functional or command team
Horizontal: cross-functional team, project team, committee
Self Directed Teams – supervised by employee
Problem-solving teams

10. Horizontal and Vertical Teams in an Organization

11. Innovative Uses of Teams
Virtual Teams
Use technology to build relationships
Shape culture through technology
Monitor progress and reward members
Global Teams
Members of different nationalities
Activities span multiple countries
Members must be flexible and adopt global mind-set

12. What Effective Virtual Team Leaders Do

13. Design teams for greatest effectiveness
Team Characteristics
Design teams for greatest effectiveness
Size
Team performance and productivity peaks at five members
Diversity
Diverse skills, knowledge and experience produce innovative solutions
Member Roles
Teams must focus on both task and social roles

14. Task Performance and Social Satisfaction
Task Specialist Role
Initiate ideas
Give opinions
Seek information
Summarize
Energize
Socioemotional Role
Encourage
Harmonize
Reduce tension
Follow
Compromise

15. Stages of Team Development
Forming – orientation and acquaintance
Storming – personalities and roles emerge
Norming – conflicts resolve
Performing – focus on problem solving
Adjourning - disbandment

16. Five Stages of Team Development

17. Team Cohesiveness Determinants of Team Cohesiveness
Team interaction
Shared goals
Personal attraction to the team
Presence of competition with other teams and team success
Consequences of Team Cohesiveness
Morale
Productivity

18. Team Norms
Team norms – an informal standard of conduct that is shared by team members and guides their behavior

19. Four Ways Team Norms Develop

20. Managing Team Conflict
Balancing Conflict and Cooperation
Conflict can help eliminate groupthink
Conflict can cause morale and productivity problems
Causes of Conflict
Competition over resources
Communication breakdowns
Styles to Handle Conflict
Competing style
Avoiding style
Compromising style
Accommodating style
Collaborating style

21. Balancing Conflict and Cooperation

22. A Model of Styles to Handle Conflict

23. Conflict Management Tools
Superordinate goals – vision compels people to overcome conflict and cooperate
Mediation – allowing third-party to help with disputes
Negotiation
Integrative or distributive

24. Rules for Reaching a Win-Win Solution
Separate the people from the problem
Focus on interests, not current demands
Generate many alternatives for mutual gain
Insist that results be based on objective standards

25. Work Team Effectiveness
Productive Output
Satisfaction of Members
Capacity to Adapt and Learn