© 2006 Prentice Hall Leadership in Organizations 11-1 Chapter 11 Leadership in Teams and Decision...

© 2006 Prentice Hall Leadership in Organizations 11-1

Chapter 11Leadership in Teams andDecision Groups


Learning Objectives Understand the processes that determine how well a group

performs an operational task Understand how leaders can influence team processes

and improve performance Understand the different types of teams that are commonly

used in organizations and the implications for team leadership

Understand how leadership is shared in self-managed teams and the conditions that make these teams more effective

Understand the advantages of cross-functional teams and the difficulties confronting leaders of these teams


Learning Objectives Understand procedures to facilitate team learning

and build trust and cooperation Understand why some groups make better

decisions than others Understand the primary leadership functions in

decision groups Understand procedures for leading successful

meetings


The Nature of Teams


Types of Teams Functional Teams Cross-Functional Teams Self-Managed Teams (“Semi-Autonomous Work

Group”) Virtual Teams


Percentage of Companies That Delegate Responsibility to Self-Managed Teams

Set work schedules 69%Deal directly with external customers 59Set performance targets 57Conduct training 55Purchase equipment or services 47Deal with vendors or suppliers 46Prepare budgets 35Hire team members 29Fire team members 21


Facilitating Conditions for Self-Managed Teams

Clearly defined objectives Complex and meaningful task Small size and stable membership Substantial discretion over work processes Access to relevant information


Facilitating Conditions for Self-Managed Teams

Appropriate recognition and rewards Strong support by top management Competent external leader Members have strong interpersonal skills


Determinants of Team Performance

Commitment to Shared Objectives Member Skills and Role Clarity Internal Organization and Coordination External Coordination Resources and Political Support Mutual Trust and Cooperation Collective Efficacy and Potency


Key Performance Determinants


Leadership in Different Types of TeamsCross-Functional Teams


Procedures for Facilitating Team Learning

After-Activity Reviews Near the beginning, make a self-critique that

acknowledges shortcomings Encourage feedback from others and model

nondefensive acceptance of it Ask members to identify effective and ineffective

aspects of team performance Encourage members to examine how group processes

affected team performance


Procedures for Facilitating Team Learning

After-Activity Reviews Keep the discussion focused on behaviors rather than

on individuals If necessary, provide your own assessment of team

performance Recognize improvements in team performance Ask members for suggestions on how to improve team

performance Propose improvements not already included in the

team’s suggestions


Guidelines for Team Buildings

Emphasize common interests and values Use ceremonies and rituals Use symbols to develop identification with the

group Encourage and facilitate social interaction


Guidelines for Team Buildings

Tell people about group activities and achievements

Conduct process analysis sessions Conduct alignment sessions Increase incentives for mutual cooperation


Decision Making in Groups Determinants of Group Processes

Group size Status differential Cohesiveness Member diversity Emotional maturity Physical environment Communication technology


Leadership Functions in Meetings


Leadership Functions in Decision Groups


Guidelines for Leading Meetings

Inform people about necessary preparations for a meeting

Share essential information with group members Describe the problem without implying the cause

or solution Allow ample time for idea generation and

evaluation Separate idea generation and from idea evaluation


Guidelines for Leading Meetings

Encourage and facilitate participation Encourage positive restatement and idea building Use systematic procedures for solution evaluation Encourage members to look for an integrative

solution Encourage efforts to reach consensus when

feasible Clarify responsibilities for implementation

© 2006 Prentice Hall Leadership in Organizations 11-1 Chapter 11 Leadership in Teams and Decision...

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