1. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Topics HRM: Leading teams

2. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Road map for HRM: Leading teams (Spring Semester) MotivationSatisfaction Performance Personnel selection Performance appraisal / Compensation Personnel development Task / Work process

3. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Core concept of job design: Self-regulating teams Teams: several people who work together over a period of time to reach common goals and who share a sense of belonging together Self-regulation: individual and collective autonomy in order to coordinate work processes and to cope with process variances and uncertainties locally

4. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Advantages of teams developing ideas discovering and compensating individual errors furthering systems view supporting shared task orientation offering reciprocal support alleviating individual work load

5. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Disadvantages of teams friction conformity levelling of individual performance diffusion of responsibility devaluation of other groups

6. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Psychological group phenomena: Social comparison theory (Festinger, 1954) We have a need to assess own attitudes and abilities. If objetictive standards for these comparisons are missing, we compare ourselves with other people. We favor comparisons with people similar to ourselves.

7. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Psychological group phenomena: Bystander-effect (Latané & Darley, 1970) The more people are present the less likely individuals are to take initiatives (e.g. helping someone who very obviously is in need of help). Underlying processes: –Diffusion of responsibility –Reinterpretation of the situation (necessity for action is negated) –evaluation anxiety

8. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Psychological group phenomena: Conformity (Asch, 1956) As soon as three or more group members express an opinion that is different from the opinion of another single member, there is a strong tendency for that member to adapt his/her opinion. Pressure to conform can lead to a change in the publicly expressed opinion without necessarily changing the privately held conviction.

9. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Psychological group phenomena: Groupthink (Janis, 1972)

10. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Psychological group phenomena: Effects of different communication structures (Shaw, 1964)

11. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Phases of team development (Tuckman, 1965) Forming (Orientation phase): –All new – insecurity –Test behaviors –Search for acceptable behaviors Storming (Conflict phase): –Fight for roles/positions ("Hackordnung") –Power struggles Norming (Organisation phase): –Agreeing on team rules and cooperation forms –Developing a sense of belonging together Performing (Performance phase): –Constructive task distribution and flexible role behavior –Energy is focused on task completion and goal attainment

12. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Prerequisites for good team work Adequate common task –Complexity higher than individual competencies –Clear performance criteria –Collective decision competence Shared goal orientation –Positive goal coupling –Goal transparency and feedback Adequate group composition –Different perspectives on the task –Shared language Development of group rules –Adequate group size –Support for team development (form, storm, norm, perform) –Explicit handling of conflicts between individual and collective autonomy

13. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Team diagnosis: Characteristics of effective teams Goals are clear and accepted Individual and team goals melt together Responsibilities are clear and change depending on situational demands Leadership is seen as a shared responsibility Conflicts are dealt with Team learns and develops Contributions are recognized and valued Communication is open and engaged Group processes are reflected upon and discussed

14. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Team diagnosis: Critical team situations Different interests cannot be integrated Team is overloaded or underloaded Mistrust among team members Hierarchy impedes development of cohesion Little interaction and knowledge exchange Fear of mistakes and responsibility Non-complementary team composition Goals are lost sight of Problematic roles of some team members (wingers, freeloaders, talkers, silent people etc.)

15. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Instruments for team diagnosis: Example 1

16. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Instruments for team diagnosis - Example 2 Questionnaire on working in teams (F-A-T, Kauffeld, 2001) –Person orientation: Cohesion: trusting and open behaviors, social support, sense of belonging. Taking on responsibility: Sense of responsibility, taking initiatives, showing commitment. –Structure orientation: Task fulfillment: Distribution of tasks and work processes. Goal orientation: Clarity, attainability, importance and identification with team goals. Recommendations: In case of team problems analyze structural dimensions first.

17. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Team roles Leadership roles visionary, strategist, networker, coach, integrator, motivator, controller, planner, power promotor... Member roles expert, helper, unconventional thinker, advocatus diaboli, social promotor, scape goat...

18. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Chosen leadership approach determines role E.g.: Empowerment  Coach Employee orientation  Parent Task orientation  Controller Charismatic leadership  Visionary Change agent  Strategist

19. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Sources of power as basis for different leadership roles (French & Raven, 1959) Gratification power Influence based on positive reinforcement through rewards or prevention of harm Coercive power Influence through possibilities for punishment or taking away rewards Position power Influence based on the position in the organization Expert power Influence based on personal competence Charismatic power Influence based on the followers' identification with the leader due to personal attraction

20. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Changing leadership roles depending on stage in work processes Providing structure at the start of a process Deciding in critical phases Coach/motivator in on-going work processes Team member (= no leadership) in routine processes Moderator in decision processes Evaluator at the end of a process

21. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Work in distributed teams: Teams have changed...

22. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 Concerns of managers of distributed teams (Reichwald & Bastian, 1999) Change of culture Surveillance -> trust Direct instructions -> self-organization Coordination and correction of mistakes become more difficult Weaker relationship between employee and organization Loss of power and prestige

23. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08 New demands on leadership in virtual teams (Springall et al., 2006) High complexity of situation also requires complex leadership behaviors (situated and shared leadership) Conflicting leaderhip concepts have to be integrated into a coherent leadership style: "Mastery of opposites" (Kaiser, 2008)

24. HRM: Leading teams – G. Grote ETHZ, Spring Semester 08