Slide đại cương về lãnh đạo trong tổ chức chapter 4 team leadership

LEADERSHIP:
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Theory, Application, Skill
Development

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2d Edition

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Robert N. Lussier
and Christopher F. Achua

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This presentation edited and enhanced by:

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George W. Crawford
Asst. Prof. of Mgmt.

Clayton College & State University
Morrow, GA 30260


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Chapter 8

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Team Leadership

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Group VS Team
Teams pros and cons
6 characteristics of effective teams
3 Types of teams
Team leaders role in supporting creativity
5 determinants of effective team decisions
Leader’s role in group decisions
3 Parts of effective meetings

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Chapter 8
Learning Outcomes

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Group VS Team
TEAM

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GROUP

–Shared mission

–Varies values

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–Collective responsibility

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–Commitment varies

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–More independent

–Strong commitment

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VS–Common goals or tasks

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–Strong leader

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–Individual
accountability

–Shared leadership roles
–Individual and mutual

accountability
–Equality
–Good for the whole

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TEAM

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T = Together
E = Everyone
A = Accomplishes

M = More
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No matter what you

are trying to do,
TEAMS are the most
effective way to get
the job done.
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Teamwork
ADVANTAGES

DISADVANTAGES

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–Faster, better decisions

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–Avoids major errors

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–Continuous improvement

–Innovation

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–Stimulates self-motivation

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–Pressure to conform to
group standards
and conduct

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–Synergy

–Greater job satisfaction

–Ostracized for
productivity
–Social loafing
–Groupthink
–Inter-group conflicts

–Needs fulfillment

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9 Team Leader’s Roles
in creating effective teams

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1. Emphasize group recognition and rewards.
2. Identify and build on team’s strengths.

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3. Develop trust and a norm of teamwork.

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4. Develop team’s capabilities to anticipate and deal with
change.

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5. Empower teams to accomplish work with minimal
interference.

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6. Inspire and motivate team toward higher levels of
performance.

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7. Recognize individual and team needs and timely attend to
them.

8. Encourage and support team decisions.
9. Provide team with challenging and motivating work.
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9 Organizations’ Roles
in creating effective teams
1. Top management’s unconditional support.

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3. Flexible task structure.

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2. Adequate information and other resources.

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4. Appropriate size and membership mix.

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5. Clearly defined mission statement and goals.

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6. Appropriate power sharing structure - shared
leadership.

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7. Competent team leadership.
8. Evaluation and solicitation of feedback on team
effectiveness.
9. Adequate socialization of team members.
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Post Activity Reviews and
Dialogue Sessions
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facilitate team learning by:

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1. Analyzing reasons for success
or failure.

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2. Reviewing what went well &
what can be improved.
3. Discuss perceptions & assumptions.
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Need for

Traditional

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Leadership

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Cross-functional
Team

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Types
of
Teams

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Functional
Team

Self-managed
Team

Need for

Team
Leadership

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Functional Teams

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• Sometimes referred to as
Problem Solving Teams
• Groups of a line manager and 5
to 12 employees, all from the
same department, who meet for
a few hours each week to
discuss ways of improving
quality, efficiency, and the
work environment.
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Cross-Functional Teams

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• Employees from about the
same hierarchical level, but
from different work areas,
who come together to
accomplish a task or project
• Some members can be from
outside the organization
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Self-Managed Teams

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Groups of 10 to 15 people,
from different departments
who take on responsibilities
of their former supervisors
to manage the team and

achieve its goals
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Skill Set Required of a
High Performance Team

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• Technical expertise
• Problem-solving and
decision-making skills
ã Interpersonal skills

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Team Creativity

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• The process of generating new
ideas, products, processes, or
services
• The creation of valuable, useful
new products, services, ideas,
procedures, or processes by
individuals working together in a
complex social system
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Team Creativity
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• High use of creativity

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– More valuable than great
financial resource
– Organizations survive and
thrive
– Important for Self-Managed
Teams

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Recognition
&Reward

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Adequate
resources

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4
Organizational
Practices that
Support
Team Creativity

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by providing teams:

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Support
climate
and culture

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Flexibility

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Autonomy for members

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Four
Team Leader
Practices
That
Support
Creativity

Members matched

Protection against
“Creativity Blockers”
Adequate time & money

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Blocks to Creativity

• Functional fixedness

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– One one way to do something

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• Lack of technical expertise
• High levels of technical expertise &
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– Can lead to relying on past solutions

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• Evaluation of ideas

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– Creative people don’t like to have their
ideas and creations evaluated

ã Extrinsic motivators
ã Lack of autonomy & control
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Steps to Improve
Creativity
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• Brainstorming
• Analogies

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– Seeing one thing as something else

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• Encouragement by leaders

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– Reward success
– Never punish failure

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• Form diverse problem-solving groups
• Ensure the proper level of technical
expertise in problem-solving groups
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How to Lead
Creative Followers
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• Set goals

– Use high participation in goal setting

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• Provide adequate resources
• Reduce time pressures

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– But keep followers on track

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• Consider nonmonetary as well as
monetary rewards

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– Monetary rewards can be seen as
“controlling”

• Recognize that creativity is
evolutionary, not revolutionary
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Team Decision Making

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– Take longer
– Not necessarily better
– May be:

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– Improved quality
– Diffusion of
Responsibility
– Better understanding
– Higher commitment

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• Disadvantages

• Advantages

• Self serving
ã Contrary to
organizations best
interest
ã Team defensive
response

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Member’s
Status

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Team Size
and
Composition

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5 Determinants
of Effective
Team Decisions

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Member’s
Traits and
Values

Team
Cohesiveness

Quality
of
Leadership

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Leader’s Role in
Group Discussions
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• Traditional Approach

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– Focus on task
– Ignore personal feeling
– Seek opinions
– Get agreement
– Make final decisions
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