1. Team Building: A Leadership Strategy
Chapter Twelve
Team Building: A Leadership Strategy

2. Chapter Preview: Team Building— A Leadership Strategy
Teamwork in an organizational setting
Common types of work teams
Characteristics of an effective work team
Behavioral science principles that support team building
Team-building skills leaders need
Team-member skills employees need
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3. Leadership Challenges in a Changing Workplace
Rapid changes
Greater employee stress and tension
Long-term strategies versus short-term demands
Increased diversity
Employment stability
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4. Team Building: An Introduction
Leadership style that promotes team building is positively associated with
Productivity
Profitability
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5. Team Building: An Introduction
Teamwork is often associated with
Reduced turnover
Cost reduction
Large production increases
Gains in quality
Improved customer service
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6. Team Building: An Introduction
Teamwork
Job gets done efficiently and harmoniously
Fewer interpersonal relations problems
Positive effect on the physical and psychological well-being of employees
Higher levels of job satisfaction and less stress
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7. Team Building: An Introduction
Synergy is another positive outcome of teamwork
The interaction of two or more parts to produce greater results than the sum of the parts taken individually
Especially important when organizations value creativity
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8. Teamwork Doesn’t Come Naturally
The concept of teamwork has been around a long time
Many organizations work hard to get all employees to pull together as a team
Most jobs today require ongoing interaction between coworkers and managers
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9. Teamwork Doesn’t Come Naturally
Need commitment and cooperation of every employee
Requires meaningful employee participation in planning, solving problems, and developing ways to improve
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10. Teamwork Doesn’t Come Naturally
Barriers
Some value individualism over teamwork
Conflict can cause a breakdown in relationships
Heavy workloads and long hours lead to weary employees
Teamwork flourishes under strong leadership
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11. The Transition to Team-Based Structures
Teams have become popular because they encourage participative management
Process of empowering employees to assume greater control of the workplace
There are two common types of teams
Self-managed
Cross-functional
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12. Self-Managed Teams
Assume responsibility for traditional management tasks as part of regular work routine
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13. Self-Managed Teams Typically Increases accountability
5 to15 members
cross train and rotate jobs within group
Increases accountability
Reduces time on dull and repetitive tasks
Taps employees full potential
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14. Cross-Functional Teams
Task groups staffed with a mix of specialists focused on a common objective
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15. Cross-Functional Teams
Typically
Temporary units
Members from different departments
Involve developing new work procedures or products, devising work reforms, or introducing new technology
Often make decisions that directly influence improvements
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16. Real Teams Are Rare Greater use of teams in organizations
Most "teams" are really single-leader work groups that rely on their leaders for
Purpose
Goals
Motivation
Assignments
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17. Real Teams Are Rare Using teams is not a quick fix
Can take one or two years for members to learn all the tasks they will perform as they rotate from job to job
Time for team to be comfortable
Making decisions, scheduling work, hiring, training, and problem solving
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18. Real Teams Are Rare A real team
Draws its motivation more from its mission and goals than from its leader
Each member is accountable for the group's performance and results
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19. Basic Beliefs About Teamwork
Approach I
Examine careers of successful leaders who demonstrate ability to develop teamwork
Approach II
Review the findings of scholars who have identified the characteristics of successful leaders
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20. McGregor’s Influence
Emphasized “unity of purpose” as the main feature of productive work units
Common goals and common commitment
Groups accomplish more than it would without them
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21. McGregor’s Influence
Suggests several characteristics of an effective work team
Informal and relaxed atmosphere
They discuss work-related issues and have comfortable disagreements
Tasks and objectives are well understood
Members listen to each other
People freely express feelings and ideas
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22. Total Person Insight
The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
General Colin Powell (Ret.)
United States Army
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23. The Leadership Grid®
The Leadership Grid® (formerly known as The Managerial Grid) is based on two leadership style dimensions:
Concern for people
Concern for productivity
Five most important differences among managers
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24. The Leadership Grid® Impoverished management
Might be classified as “inactive” managers
Display little concern for people or production
Give little of themselves
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25. The Leadership Grid® Country club management
Shows low concern for production
Shows high concern for people
Steps are taken to prevent unhappiness and dissension
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26. The Leadership Grid® Authority compliance
Task oriented, placing much attention on getting the job done
Shows concern for production, not people, regardless of the cost
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27. The Leadership Grid® Middle-of-the-road management
Displays a moderate concern for both people and production
Sees a limited amount of participative management as practical
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28. The Leadership Grid® Team management A proactive style
Displays high concern for people and production
“One best style”
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29. The Leadership Grid®
Team management style is most positively associated with
Productivity and profitability
Career success and satisfaction
Physical and mental health
Shared responsibility
High participation
Commitment
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30. Hall’s Contributions High-achieving managers
have deep interest in both people and productivity
rely heavily on participative approach
Low/moderate-achieving managers
avoid involving subordinates in planning and decision making
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31. Hall’s Contributions
Participative management practices are more likely to be fostered in an organization where management projects confidence in workers’ potential
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32. Behavioral Science Principles
Shared participation in problem solving is basis for growth, development, and contribution
Mutual trust and respect underpins productive human relationships
Open communication supports mutual understanding
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33. Behavioral Science Principles
Conflict management by direct problem-solving confrontation promotes personal health
Responsibility for one’s own actions stimulates initiative
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34. Total Person Insight
Life is good when trust is present. Life hurts when trust disappears. We understand this at a level so deep it is indistinguishable from our very being.
Michael Crom
Vice President, Dale Carnegie & Associates, Inc.
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35. Team-Building Skills for Leaders
In today’s environment, there is a high demand for individuals with strong leadership skills
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36. Team-Building Skills for Leaders
Successful leaders share some behavioral characteristics
Two of the most important are
Consideration
Structure
These dimensions are separate and independent of each other
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37. Consideration
Extent to which a manager’s relationships with workers are characterized by
Mutual trust
Respect for employees
Consideration of feelings
Warmth in interpersonal relationships
Good rapport
Two-way communication
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38. Structure
Extent to which a supervisor is likely to direct workers toward goal attainment
Managers actively direct group activities by
Scheduling
Planning
setting goals
Communicating information
Evaluating performance
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39. Consideration and Structure
Consideration Concern for people
Structure Concern for production
Each is independent of the other
Competency can be developed in both
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40. Improving Consideration Skills
The effective use of consideration skills creates a positive work environment
Leaders with consideration skills follow:
Law of empathy – sensitivity and awareness of the needs, feelings, and motivations of those they lead
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41. Improving Consideration Skills
Practices that can improve consideration
Recognize accomplishments
Provide for early and frequent success
Take a personal interest in each employee
Establish a climate of open communication
Discover individual employee values
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42. Improving Structure Skills
The supervisor who incorporates structure into his or her leadership style plays an active role in directing group activities.
The team builder gives the group
Direction and standards
Maintains accountability
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43. Improving Structure Skills
Practices that develop structure skills
Communicate your expectations
Encourage individual and team goal setting
Provide specific feedback often
Deal with poor performance immediately
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44. Improving Structure Skills
Management by objectives (MBO)
A formal approach to goal setting
Specific targets are set for specific periods
Set and agreed on by supervisor and employee
Individual goals should mesh with organizations goals
Conduct review at the end of the period
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45. Situational Leadership
Theory that most effective leadership occurs when leader’s style matches the situation
Emphasizes the need for flexibility
Applying the right leadership style for each situation
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46. Two Dimensions of Situational Leadership
Task behavior
Extent to which the leader engages in defining duties and responsibilities of individuals or groups
Telling people what, how, when, where, and who’s to do task
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47. Two Dimensions of Situational Leadership
Relationships behavior
Extent to with the leader engages in two-way or multi-way communication
Listening, encouraging, facilitating, providing clarification, and giving socio-emotional support
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48. Model Similarities Relationship behavior Consideration
Concern for people
Task Behavior
Structure
Concern for production
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49. Model Differences When attempting to influence others:
Diagnose readiness level in the follower for specific task
Provide appropriate leadership style for that situation
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50. Situational Leadership
Need to decide amount of relationship and task behaviors needed for each situation
To become a situational leader you must first develop task (structure) and relationship (consideration) behavior skills
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51. Additional Leadership Qualities
Character
Emotional intelligence
Both can be developed
Key to growth is self-awareness
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52. Figure 12.2 Additional Leadership Qualities
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53. Character Personal standards of behavior
Honesty
Integrity
Moral strength
Impossible to build trusting relationships without character
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54. Character Effective leadership characterized by Honesty Truthfulness
Straight dealing
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55. Emotional Intelligence
Ability to monitor your own and others’ emotions and deal with them effectively
Leaders with emotional intelligence are
More likely to detect friction and eliminate conflict
More flexible
Better situational leaders
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56. Teamwork: The Employee’s Role
Most valued employees are willing to assume leadership roles and responsibilities
Each team member should
assume an active part in helping the work unit achieve its mission
be a team builder
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57. Employees as Leaders
Effective leaders are helping work team members develop leadership skills
The team’s success does not always ride on one person
Merit in establishing diversity of leadership within work group
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58. Valued Team Members Every employee has potential to be a leader
Success often depends on your ability to be an effective team member
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59. Becoming a Valued Team Member
Avoid becoming part of a clique or subgroup within the team
Avoid any action that might sabotage the team
Keep in mind that effective team membership depends on honest, open communication
Do not feel the need to submerge your own strong believes, creative solutions, and ideas
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60. Total Person Insight
Great challenges require great teamwork, and the quality most needed among teammates amid the pressure of a difficult challenge is collaboration….Each person brings something to the table that adds value to the relationship and synergy to the team.
John C. Maxwell
Author, The 17 Essential Qualities of a Team Player
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61. Managing the Relationship with Your Boss
Relationships usually more effective when both parties assume responsibility
Burden for managing relationships should not fall solely on supervisor
Supervisor will become more effective at performing his or her job
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62. Managing the Relationship with Your Boss
Assess your own strengths
Develop an understanding of your boss
Flex your communication style
Be frank and candid
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63. Summary
Teamwork ensures that a job gets done and that it gets done efficiently
Teamwork can mean the difference between a profitable and unprofitable organization
Team-building leadership style is suited to today’s employees
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64. Summary Many companies are forming specific types of teams
Self-directed
Cross-functional
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65. Summary Two ways to learn about teams Leaders who promote teamwork
Scholars who discuss it
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66. Summary Effective teamwork is informal and relaxed People are
Involved
Interested
Eager to participate in work-related problems
Goals and objectives are clearly understood
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67. Summary Two dimensions of supervisory leadership
Consideration
Structure
Additional qualities of effective managers
Character
Emotional intelligence
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68. Summary
Consideration reflects the maintenance of employee relationships
Structure reflects direction through planning, goal setting, communication, scheduling, and evaluating
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69. Summary Effective work group members should assume leadership roles
Each helps the group achieve its mission
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70. Summary
Employees are in a unique position to give guidance and support to their supervisor
Bosses need assistance and support to achieve success
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71. Summary Learn to understand your boss Assess your strengths
Identify personal characteristics that might impede or facilitate a working relationship
Be frank and candid
Sometimes you need to disagree with your boss
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