1. Participation and Leadership in Teams
Chapter 10
Participation and Leadership
in Teams
Communicating for Results, 10th edition

2. Communicating for Results, 10th edition
Chapter 10 Objectives
Summarize communication skills needed by effective team members
Define task, maintenance, and dysfunctional roles as used by effective team participants
Describe each of the different types of leadership
Identify the leader’s responsibility during a team meeting
Communicating for Results, 10th edition

3. Commitment and Preparation
Committed member is one who is wiling to devote time and energy to team by faithful attendance and is committed to supporting final decision of team
Effective team members also prepare carefully for each meeting
Communicating for Results, 10th edition

4. Commitment and Preparation
Active listening
The active listener:
Receives the speaker’s total message
Interprets the speaker’s meaning as closely as possible
Checks interpreted meaning for accuracy by rephrasing it for speaker
Repeats steps 1 through 3 until speaker is satisfied with interpretation
Communicating for Results, 10th edition

5. Commitment and Preparation
Open-mindedness
Productive team discussion requires members listen with an open mind and respect others’ views
Does not mean there will be no disagreement
Participants try to reach a decision that benefits group or company as a whole
Communicating for Results, 10th edition

6. Commitment and Preparation
Effective personality types
“Big Five” personality factors important in successful teams:
Extroversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience
Communicating for Results, 10th edition

7. Task and Maintenance Roles
Task roles
Functions that must be performed if group is to accomplish its task or solve its problem
Maintenance roles
Functions that must be performed to maintain interpersonal relationships and harmony of group
Task roles stressed more by traditional/classical manager
Maintenance roles stressed more by human relations manager
Communicating for Results, 10th edition

8. Task and Maintenance Roles
Task roles
Functions that must be performed if group is to accomplish its task or solve its problem
Maintenance roles
Functions that must be performed to maintain interpersonal relationships and harmony of group
Task roles stressed more by traditional/classical manager
Maintenance roles stressed more by human relations manager
Communicating for Results, 10th edition

9. Task and Maintenance Roles
Group task roles
Initiate
Give information
Seek information
Give opinions
Seek opinions
Elaborate
Energize
Review
Record
Communicating for Results, 10th edition

10. Task and Maintenance Roles
Group maintenance roles
Encourage
Harmonize
Relieve tension
Gatekeep
Communicating for Results, 10th edition

11. Dysfunctional Behaviors
Some behaviors are dysfunctional because they serve individual needs while inhibiting group needs
Some can stimulate healthy conflict and jar group out of its groupthink pattern
Communicating for Results, 10th edition

12. Dysfunctional Behaviors
Blocking
Aggression
Storytelling
Recognition seeking
Dominating
Confessing
Special-interest pleading
Distracting
Withdrawing
Communicating for Results, 10th edition

13. Dysfunctional Behaviors
Handling dysfunctional behaviors
Helpful hints for minimizing effect of dysfunctional behaviors:
Plan your opening remarks carefully
If you know ahead of time a person with potentially dysfunctional behavior will be present, seat person next to leader
Avoid direct eye contact with anyone performing dysfunctional behaviors
Assign dysfunctional members specific tasks to keep them occupied
Communicating for Results, 10th edition

14. Dysfunctional Behaviors
Handling dysfunctional behaviors
Helpful hints for minimizing effect of dysfunctional behaviors:
Ask members to speak in a specific order
When person who is displaying nonfunctional behavior stops to take a break, break in
Place extremely talkative member between two quiet members
Encourage withdrawers
Give praise and encouragement
Communicating for Results, 10th edition

15. Effective Team Leadership
There are many theories of leadership
Research does not completely validate any of these theories, and not all equally helpful
Communicating for Results, 10th edition

16. Trait Theory of Leadership
Claims a person must have certain traits to become a leader
Successful leaders are more likely to be ambitious, fair-minded, inspiring, empathetic, trustworthy, motivated to lead, self-confident, able to integrate large amounts of information, knowledgeable about their industry and of technical matters, creative, and able to adapt to people and situations
Most experts believe good leaders are not born, they are trained
Communicating for Results, 10th edition

17. Function Theory of Leadership
Claims there are certain functions or roles that must be performed if group is to be successful
Any time you perform one of these roles, you are leader for that period of time
Leadership may be defined as use of power to promote goal accomplishment and maintenance of group
Communicating for Results, 10th edition

18. Leadership Styles or Three-Dimension Theory of Leadership
Authoritarian leadership style
Leaders are central authority figures who retain high degree of control and power over followers
Democratic leadership style
Leaders and followers make decisions together
Laissez-faire leadership style
Best characterized by leaders who are not involved with team’s decision making
Communicating for Results, 10th edition

19. Leadership Styles or Three-Dimension Theory of Leadership
Authoritarian leader
Similar to traditional organization model, Theory X, and blind communication style
Communicating for Results, 10th edition

20. Leadership Styles or Three-Dimension Theory of Leadership
Advantages
Team reaches solution quickly
Often makes few errors
Gets more work accomplished than groups
Disadvantages
Members may develop a dependence on leader
Members tend to display more discontent and even hostility
Level of use is declining
Communicating for Results, 10th edition

21. Leadership Styles or Three-Dimension Theory of Leadership
Democratic leader
Similar to human resources model, Theory Y, and open communicator style
Communicating for Results, 10th edition

22. Leadership Styles or Three-Dimension Theory of Leadership
Advantages
Motivation
Initiative
Creativity
Disadvantages
Tasks take longer to accomplish
Level of use increasing
Communicating for Results, 10th edition

23. Leadership Styles or Three-Dimension Theory of Leadership
One way to reduce resistance is to allow employees to share their ideas in small teams to take part in deciding how change is to take place
People who have been involved in decision are much more likely to abide by it
Democratic style is good choice when member satisfaction and personal commitment are crucial
Communicating for Results, 10th edition

24. Leadership Styles or Three-Dimension Theory of Leadership
Laissez-faire leader
This style of leadership tends to result in low level of group productivity and poor member satisfaction
Only group of highly trained, highly motivated experts excel with this nonleader
Communicating for Results, 10th edition

25. Leadership Styles or Three-Dimension Theory of Leadership
Autocratic leadership style works best in following conditions:
Group agreement is not required
Group is very large
Time for decision is short
Tasks fairly simple
Communicating for Results, 10th edition

26. Leadership Styles or Three-Dimension Theory of Leadership
Democratic leadership is suggested when the following are true:
Greater employee satisfaction needed
Group commitment is needed for implementation
Tasks are complicated and require lengthy discussion
Increased productivity is needed
Reduced resistance to change is sought
Communicating for Results, 10th edition

27. Situational Contingency Theory of Leadership
Approach to leadership is to adapt situation and contingencies involved
You would weigh style you are most comfortable with, needs and expectations of group, the situation, and goals of group
Communicating for Results, 10th edition

28. Situational Contingency Theory of Leadership
Situation may be primary factor that dictates most effective leadership style
Situational contingency theory
Leadership depends on power of the leader, nature of the task, and relationship between leader and team members
Communicating for Results, 10th edition

29. Situational Contingency Theory of Leadership
If react fairly negatively to coworkers you least like, you are low LPC leader/authoritarian who is more task oriented than relationship oriented
If you react positively to coworkers you least like, you are high LCP leader/democratic who is more interested in relationships than tasks
Communicating for Results, 10th edition

30. Situational Contingency Theory of Leadership
Low LPC leadership is more effective at two extremes:
When leader is powerful, task well defined, relations are good
When leader has little power, task is poorly structured, and leader is disliked
High LPC leadership is more effective when:
Leader has some power, is moderately liked, and task is somewhat vague
Communicating for Results, 10th edition

31. Situational Leadership Theory
Hersey and Blanchard describe four leadership styles – Style selection depends on ability and willingness of subordinates to carry out a task:
Delegating style
Participating style
Telling style
Selling or coaching style
Communicating for Results, 10th edition

32. Transformational Leadership
Transformational leadership includes the following components:
Charismatic
Followers seek to identify with leader and emulate him or her
Leadership inspires followers with challenge and persuasion
Leadership is intellectually stimulating
Leadership is individually considerate
Communicating for Results, 10th edition

33. Transformational Leadership
Transformational leaders do more than develop a vision
They articulate a strategy for bringing that vision to life
The transformational leader has undeniable charisma
These leaders are able to improve performance at all levels
Not all charismatic leaders are ethical
Unethical charismatics
Communicating for Results, 10th edition

34. Communicating for Results, 10th edition
Virtual Meetings
The following suggestions are a good place to begin:
Select team members carefully
Avoid micromanagement
Provide detailed training
Encourage regular and extensive communication
Communicating for Results, 10th edition

35. Face-to-Face Meetings
Leaders are responsible for including the following:
Inform everyone involved when and where all meetings are to take place
Select place for meeting that will be conducive to effective discussion
Check facilities a few minutes before meeting to see that everything needed is in place
Welcome people as they come in
Start and end meetings on time
Preview and stick to agenda
Make sure secretary/recorder is present
Communicating for Results, 10th edition

36. Face-to-Face Meetings
Leaders are responsible for including the following:
Encourage discussion
Ask questions skillfully
Listen carefully to all comments
Summarize
See to other necessary task and maintenance functions
Thank participants and audience
Make sure all people in organization who need results of meeting are properly informed
Communicating for Results, 10th edition