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Chapter 10
Leading Teams

1


Chapter Objectives
Turn a group of individuals into a collaborative
team that achieves high performance through
shared mission and collective responsibility.
Develop and apply the personal qualities of
effective team leadership for traditional, virtual,
and global teams.
Understand and handle the stages of team
development, and design an effective team in
terms of size, diversity, and levels of
interdependence.
Handle conflicts that inevitably arise among
members of a team.
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Team
A unit of two or more
people who interact and
coordinate their work to
accomplish a shared
goal or purpose

3

Ex. 10.1 Differences Between
Groups and Teams
Group
Has a designated, strong
leader
Individual accountability
Identical purpose for group
and organization
Performance goals set by
others
Works within
organizational boundaries
Individual work products
Organized meetings;
delegation

Team
Shares or rotates
leadership roles
Mutual/ind. accountability
Specific team vision or
purpose
Performance goals set by
team
Not inhibited by
organizational boundaries
Collective work products
Mutual feedback, openended discussion, active
problem-solving

4


Ex. 10.2 Stages of Team
Development
Forming:
Orientation, break the ice
Leader: Facilitate social interchanges

Storming:

Conflict, disagreement
Leader: Encourage participation,
surface differences

Norming:

Establishment of order and cohesion
Leader: help clarify team roles, norms,
values

Performing:

Cooperation, problem solving
Leader: Facilitate task accomplishment

5


Ex. 10.3 Evolution of Teams and

Team Leadership
Functional Team
•Grouping individuals
by activity
•Leader centered
•Vertical or command
team

Cross-Functional
Team
•Coordinates
across organization
boundaries for
change projects
•Leader gives up
some power
•Special purpose
team, problemsolving team

Need for traditional leadership

Self-Directed Team
•Autonomous, defines
own boundaries
•Member-centered
•Self-managed team

Need for team leadership
6

Interdependence
Interdependence
The extent to which team members depend on
each other for information, resources, or ideas
to accomplish their tasks

Pooled Interdependence
The lowest form of team interdependence;
members are relatively independent of one
another in completing their work

7


Interdependence (contd.)
Sequential Interdependence
Serial form of interdependence in which the
output of one team member becomes the input
to another team member

Reciprocal Interdependence
Highest form of interdependence; members
influence and affect one another in reciprocal
fashion

8


Leading Effective Teams

Team effectiveness: the extent
to which a team achieves four
performance outcomes:
innovation/adaptation, efficiency,
quality, and employee
satisfaction
Team cohesiveness: the
extent to which members
stick together and remain
united in the pursuit of a
common goal
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Team Leadership Roles
Task-Specialist Role
Team leadership role associated with initiating new
ideas, evaluating the team’s effectiveness, seeking to
clarify tasks and responsibilities, summarizing facts and
ideas for others, and stimulating others to action

Socio-Emotional Role
Team leadership role associated with facilitating others’
participation, smoothing conflicts, showing concern for
team members’ needs and feelings, serving as a role
model, and reminding others of standards for team
interaction

10

Ex. 10.4 Two Types of Team
Leadership Roles
Task-Specialist Behavior

Socio-Emotional Behavior

Propose solutions and initiate new
ideas

Encourage contributions by others;
draw out others’ ideas by showing
warmth and acceptance

Evaluate effectiveness of task
solutions; offer feedback on others’
suggestions

Smooth over conflicts between
members; reduce tension and help
resolve differences

Seek information to clarify tasks,
responsibilities, and suggestions

Be friendly and supportive of others;
show concern for members’ needs and
feelings

Summarize ideas and facts related to

the problem at hand

Maintain standards of behavior and
remind others of agreed-upon norms
and standards for interaction

Energize others and stimulate the
team to action

Seek to identify problems with team
interactions or dysfunctional member
behavior; ask for others’ perceptions

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Virtual Team
A team made up of geographically or
organizationally dispersed members
who share a common purpose and
are linked primarily through advanced
information technologies

12


Ex. 10.5 Differences Between
Conventional, Virtual, and Global
Teams
Type of

Team

Spatial
Distance

Communications

Member
Cultures

Leader
Challenge

Conventional

Colocated

Face to face

Same

High

Virtual

Scattered

Mediated

Same

Higher

Global

Widely
scattered

Mediated

Different

Very high

13


Global Teams
Teams made up of culturally diverse
members who live and work in
different countries and coordinate
some part of their activities on a global
basis

14


Ex. 10.6 A Model of Styles to
Handle Conflict
Assertive

.Competing

.

Assertiveness

Compromising

(Attempting to
satisfy one’s own
concerns)

Unassertive

.
Collaborating

.

Avoiding

Accommodating

Uncooperative

.

Cooperative

Cooperativeness
(Attempting to satisfy
the other party’s
concerns)

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