1. 8 - 1 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Chapter 8 Part Two: Team Leadership Team Leadership and Self-Managed Teams

2. 8 - 2 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Learning Outcomes 1)Discuss the benefits and limitations of working in teams. 2)Identify and explain the ten characteristics of highly effective teams. 3)What role can a team leader play in creating an effective team? 4)Describe how organizational culture can influence team creativity. 5)Outline the three parts of conducting effective meetings. 6)Explain the differences between conventional and self-managed teams. 7)Describe the benefits of using self-managed teams in organizations. 8)Describe top management’s role in improving the success rate of self-managed teams. 9)Describe the challenges of launching effective self-managed teams.

3. 8 - 3 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Use of Teams in Organizations Teams offer the best opportunity for increased productivity and profits. Members of a cooperative team can achieve more output than as individuals. Teams have become the basic unit of empowerment. Increasingly employers are looking for applicants possessing teamwork skills.

4. 8 - 4 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Is It a Group or a Team? A group is a collection of individuals who interact primarily to share information and to make decisions that enable each member to perform within his or her area of responsibility. A team is a unit of interdependent individuals with complementary skills who are committed to a common purpose and set of performance goals and to common expectations for which they hold themselves accountable.

5. 8 - 5 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Groups Performance is merely the summation of each group member’s individual contribution – There is no synergy. Teams The collective efforts of the members results in a level of performance greater than the sum of the individual parts – Teams create synergy. Teams have a collective mentality that focuses on: 1.Shared mission, 2.Common objectives, 3.Sharing information, insights, and perspectives, 4.Making decisions that support each individual to do his/her own job, and 5.Reinforcing each other’s efforts.

6. 8 - 6 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Benefits and Limitations of Teamwork Benefits Teamwork is an understanding and commitment to a common goal on the part of all team members. Teams offer synergistic benefits. Members can help each other avoid major errors. More opportunities for new ideas that advance innovation. Members feel empowered and experience job satisfaction. Limitations Members may face pressure to conform. Social loafing is the conscious or unconscious tendency by some team members to shirk responsibilities by withholding effort towards team goals when they are not individually accountable for their work. Groupthink is when members of a cohesive group tend to agree on a decision not on the basis of its merit but because they are less willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion. Highly cohesive teams can lead to conflict.

7. 8 - 7 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What Is an Effective Team? Team-member exchange (TMX) is a team member’s social exchanges with peers in terms of the mutual exchange of ideas, support, camaraderie, and feedback. Team effectiveness is a construct consisting of three components: 1.Task performance – the degree to which the team’s output (product or service) meets the needs and expectations of those who use it; 2.Group process – the degree to which members interact or relate in ways that allow the team to work increasingly well together over time; and 3.Individual satisfaction – the degree to which the group experience, on balance, is more satisfying than frustrating to team members Team learning is the collective acquisition, combination, creation, and sharing of knowledge.

8. 8 - 8 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Characteristics of Highly Effective Teams The team approach, while beneficial, also presents many challenges. Failure to effectively address these challenges often results in dysfunctional teams. Team norms are acceptable standards of behavior that are shared by team members. Team cohesion is the extent to which team members band together and remain committed to achieving team goals. See Exhibit 8.1.

9. 8 - 9 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Team Leadership A team leader’s empowering or directive style of leadership impacts team performance. The team leader’s role is critical. Examples: Chief motivator, Coach and mentor, Role model, Culture enforcer, Cheer leader, or Resource person.

10. 8 - 10 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Organizational Structure and Team Creativity Creativity feeds innovation. Team creativity is the creation of something that is valuable, useful, and novel by individuals working together in a complex social system. Top management plays a significant role in fostering a culture of learning and creativity.

11. 8 - 11 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Types of Teams A functional team is a group of employees belonging to the same functional department, such as marketing, R&D, production, human resources, or information systems, who have a common objective. A cross-functional team is composed of members from different functional departments of an organization who are brought together to perform unique tasks to create new and non-routine products or services. A virtual team is one whose members are geographically dispersed, requiring them to work together through electronic means with minimal face-to-face interaction. Self-managed teams (SMTs) are relatively autonomous teams whose members share or rotate leadership responsibilities and hold one another mutually responsible for a set of performance targets assigned by top management.

12. 8 - 12 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Decision Making in Teams Leaders must relinquish some of the decision- making responsibilities to team members if they want effective teams. The team-centered decision-making model is preferred when: > Relevant information and expertise are scattered among different people, > Participation is needed to obtain necessary commitment, > Concentrating power in a single individual hurts the team, or when > Unpopular decisions need to be made.

13. 8 - 13 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Advantages and Disadvantages of Team-Centered Decision Making Advantages Improved decision quality. Exposure to team decision making may improve the quality of individual decisions. Shifts much of the decision making away from the leader. Diffuses responsibility among several people. Results in higher commitment from team members. Disadvantages Time consuming. Can be self-serving. Decision may be a poor compromise rather than an optimal solution. Leaders may want to keep their decision-making power. Team members may resist assuming more responsibility.

14. 8 - 14 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Conducting Effective Team Meetings When team-oriented, leaders spend a great deal of time conducting meetings. Plan for these five areas: > Objectives – before calling a meeting, clearly define the meeting’s purpose and set objectives. > Participants and Assignments – decide who should attend and assign any prep work. > Agenda – in order of priority. > Date, Time, and Place – get members’ input. > Leadership – choose appropriate leadership style.

15. 8 - 15 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Conducting Meetings The leader should use the high-task role at the first meeting. See Exhibit 8.2. Each meeting should cover the following: 1.Identifying objectives. o Begin on time; review progress and meeting objectives; if recorded, approve previous minutes. 2.Covering agenda items. o Cover in priority order; keep times approximate but flexible. 3.Summarizing and reviewing assignments. o End the meeting on time; summarize the meeting; review all assignments.

16. 8 - 16 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Silent Encourage participation Talker Slow them down, don’t stop them Wanderer Keep the group on track Bored Assign them a task Arguer Do not argue When working in a group, do not embarrass, intimidate, or argue with any members, no matter how they provoke you. Handling Problem Members

17. 8 - 17 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Self-Managed Teams Many organizations are experimenting with an extension of the team concept called the self-managed team (SMT). Conventional teams leave decision making in the hands of the leader while SMTs have a significant amount of decision making authority. The leadership function differs as SMTs share or rotate leadership responsibilities. The nature of SMTs is one of team rather than individual accountability. See Exhibit 8.3. Self-managed teams exhibit the same general advantages of teamwork but the benefits could increase when replacing conventional teams with SMTs. See Exhibit 8.4.

18. 8 - 18 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Top Management and SMT Success A self-managed team champion is and advocate of the SMT concept whose responsibility is to help the team obtain necessary resources, gain political support from top management and other stakeholders of the organization, and defend it from enemy attacks. Ensure organization-wide support and acceptance. Have a champion. Allow time for training. Select SMT members carefully. Provide specific goals and incentives. Ensure the organization has the necessary resources. Avoid overreacting at the first sign of crisis.

19. 8 - 19 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Changing Role of Leadership in SMTs In distributed leadership, multiple leaders take complementary leadership roles in rotation within the same SMT, according to their area of expertise or interest. The SMT facilitator is the external leader of a SMT, whose job is to create optimal working conditions so that team members take on responsibilities to work productively and solve complex problems on their own. Employing the team-building activities found in Exhibit 8.5 will generate greater identification with the team.

20. 8 - 20 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Challenges of Implementing SMTs Some managers see the SMT as a threat to their future. The transition to SMTs has potential for frustration and problems, for everyone. Due to the absence of a traditional leader, new behavioral expectations must be set. Changing old managerial attitudes and mindsets is a major challenge.

21. 8 - 21 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Key Terms cross-functional team distributed leadership functional team group groupthink self-managed team champion SMT facilitator self-managed teams (SMTs) social loafing team team cohesion team creativity team effectiveness team learning team-member exchange (TMX) team norms teamwork virtual team