1. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Topics HRM: Leading teams

2. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Leadership is … …the process of influencing the activities of an organized group towards goal achievement. …the ability of an individual to motivate others to forego self-interest in the interest of a collective vision (House & Shamir, 1993) …the influential increment over and above mechanical compliance with the routine directives of the organization (Katz & Kahn, 1978)

3. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Substitutes for leadership (Kerr & Jermier, 1978) Abilities and experience of followers Routine tasks Standardization of processes and tasks High level of technology use/automation

4. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Example for leadership subsitutes: Adaptive team coordination in cockpit crews (Grote et al., 2004)  Good teams used more leadership in phase 2 (low standardization) and less in phases 1 and 3 (high standardization)

5. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Basic leadership functions group internal functions –Task orientation/initiating structure Set goals, distribute tasks, check work results etc. –Employee orientation/consideration resolve conflicts, support/coach team members etc. group external functions –Boundary regulation Adjusting external demands in terms of group internal demands and possibilities

6. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Leadership activities (Yukl, 1989)

7. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Prerequisites of effective leadership: The "right"... Person –extravert, intelligent, emotionally stable, conscientious, dominant, self-confident, socially perceptive However: –Differences on personality dimensions between people with/without leadership positions are often small (overlapping distributions). –Personality differences may be causes and/or effects of being in leadership positions. –Different situations may demand different personality profiles.

8. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Prerequisites of effective leadership: The "right"... Behavioral style –task-centred and employee-centred –democratic rather than autocratic –transformational rather than transactional However: –Individualized leader-member-exchange is also crucial. –Different situations may demand different behavioral styles.

9. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Prerequisites of effective leadership: The "right"... Instruments –Management by objectives –Systematic performance management –Standardized HRM processes for selecting, appraising, compensating, developing people However: –Instruments can support, but not replace personal leadership. –Most instruments tend to work better in stable situations.

10. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Situational influences on leadership demands Group –size, composition, climate task –complexity, structure, novelty organization –coordination requirements, position power, available leadership substitutes

11. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 In the past the question was:"How do I lead a company?" Today it is:"How do we lead a company?" For the future it will be: "How does a company lead itself?" "Boundaryless, flattened, flexible, project-based and team- based organizations that employ temporary, externalized and remote workers, whose tasks are more intellectual amd less routine and cannot be controlled and coordinated by structure or direct supervision, need mechanisms of coordination through shared meaning systems and a shared sense of purpose" (Shamir, 1999) Changing context for leadership

12. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Leadership models Normative models aim to reduce the complexity of leadership demands –instructions for appropriate leadership behavior –tendency to "mechanize" leadership Systemic models acknowledge the complexity of leadership demands –focus on teaching systemic perspective and handling uncertainties and indeterminancies –"meta-rules" for recognizing system dynamics and creating and using opportunities

13. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 New issues in leadership Leadership portfolios –In order to match different situational demands with adequate leadership behaviors, leaders must develop portfolios of styles and behaviors and understand when to use which behavior. Shared leadership –Leadership involves different tasks that can be taken on by different team members and may shift between team members.

14. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Leadership portfolios: "Mastery of opposites" (Kaplan & Kaiser, 2006) Leadership versatility = Finding the right mix between –strategic and operational leadership –forceful and enabling leadership Links between leadership versatility and team perfomance empirically demonstrated

15. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09

16. Shared leadership in medical teams (Künzle, 2008)

17. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Study setting: Simulated asystole during intubation Preparation Medication Reaction to Asystole Asystole Intubation Additional preparations Debriefing Workload t t

18. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Two examples of good teams (Kolbe et al., 2009) Team 1 (25sec. until problem solved; Anaesthetist and nurse 1 yr experience) Team 2 (17sec. until problem solved; Anaesthetist 1 yr. and nurse 5 yrs. experience)

19. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Physician Nurse Asystole Team 1 During asystole: 1.(nurse) monitors Coordination in team 1

20. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Physician Nurse Asystole Team 1 During asystole: 1.(nurse) monitors 2. (physician) verbal interpretation of event/situation (unrelated to asystole) (talks about difficult intubation) Coordination in team 1

21. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Physician Nurse Asystole Team 1 During asystole: 1.(nurse) monitors 3. (physician) monitoring & (nurse) provides unsolicited information ("Jetzt hat er eine Nulllinie") 2. (physician) verbal interpretation of event/situation (unrelated to asystole) Coordination in team 1

22. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Physician Nurse Asystole Team 1 During asystole: 1.(nurse) monitors 4. (nurse) assuring question (unrelated to asystole) ("Kannste es sehen?") 2. (physician) verbal interpretation of event/situation (unrelated to asystole) 3. (physician) monitoring & (nurse) provides unsolicited information Coordination in team 1

23. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Physician Nurse Asystole Team 1 During asystole: 1.(nurse) monitors 5. (physician) summarises (unrelated to asystole) ("Ok, Tubus ist drin") 4. (nurse) assuring question (unrelated to asystole) 2. (physician) verbal interpretation of event/situation (unrelated to asystole) 3. (physician) monitoring & (nurse) provides unsolicited information Coordination in team 1

24. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Physician Nurse Asystole Team 1 During asystole: 1.(nurse) monitors 6. (nurse) provides unsolicited action (Präkordialschlag) 5. (physician) summarises (unrelated to asystole) 4. (nurse) assuring question (unrelated to asystole) 2. (physician) verbal interpretation of event/situation (unrelated to asystole) 3. (physician) monitoring & (nurse) provides unsolicited information Coordination in team 1

25. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Physician Nurse Asystole Team 1 During asystole: 1.(nurse) monitors 7. (physician) gives order ("Blocken") 6. (nurse) provides unsolicited action 5. (physician) summarises (unrelated to asystole) 4. (nurse) assuring question (unrelated to asystole) 2. (physician) verbal interpretation of event/situation (unrelated to asystole) 3. (physician) monitoring & (nurse) provides unsolicited information Coordination in team 1

26. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Physician Nurse Asystole Team 1 During asystole: 1.(nurse) monitors 8. (nurse) assuring information 7. (physician) gives order 6. (nurse) provides unsolicited action 5. (physician) summarises (unrelated to asystole) 4. (nurse) assuring question (unrelated to asystole) 2. (physician) verbal interpretation of event/situation (unrelated to asystole) 3. (physician) monitoring & (nurse) provides unsolicited information  mixed coordination pattern Coordination in team 1

27. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Asystole Physician Nurse During asystole: 1. (nurse) provides unsolicited information ("Asystole") Team 2 t Coordination in team 2

28. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Asystole Physician Nurse During asystole: 1. (nurse) provides unsolicited information 2. (physician) provides unsolicited action (monitors and fixes tube) Team 2 Coordination in team 2

29. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Asystole Physician Nurse During asystole: 1. (nurse) provides unsolicited information 2. (physician) provides unsolicited action 3. (nurse) provides unsolicited action (Präkordialschlag) Team 2 Coordination in team 2

30. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Asystole Physician Nurse 4. (nurse) monitoring (looks at monitor) During asystole: 1. (nurse) provides unsolicited information 2. (physician) provides unsolicited action 3. (nurse) provides unsolicited action Team 2 Coordination in team 2

31. HRM: Leading teams – G. Grote ETHZ, Spring Semester 09 Asystole Physician Nurse 4. (nurse) monitoring During asystole: 1. (nurse) provides unsolicited information 5. (nurse) provides unsolicited action (checks whether electrodes are placed correctly) 2. (physician) provides unsolicited action 3. (nurse) provides unsolicited action  Implicit coordination pattern Team 2 Coordination in team 2