team leadership and design slides

Team Leadership and Team Design

MGT 300

Team Dynamics and Managerial

Analysis

Today’s Objectives

Compare and contrast good team leadership

skills from not-so-good team leadership skills

Identify critical factors need to design an

effective team

Apply theories to a real case

Agenda

Did you all take the MBTI?

Geese and team leadership

Review of reading

Team Design

Application

3

What Can We Learn About Leadership From Geese in Flight?

Geese in Flight From Winged Migration

http://www.youtube.com/watch?v=Q40h8dPmgwQ

Lesson #1 from Geese on Leadership

(As each goose flaps its wings, it creates an "uplift" for

the bird following. By flying in a "V" formation, the whole

flock adds 71% more flying range than if each bird flew

alone.)

People who share a common direction and

sense of community can get where they are

going quicker and easier because they

are traveling on the thrust of one another.


(Whenever a goose falls out of formation, it suddenly

feels the drag and resistance of trying to fly alone, and

quickly gets back into formation to take advantage of the

"lifting power" of the bird immediately in front.)

If we have as much sense as a goose, we

stay in formation with those headed

where we want to go. We are willing to

accept their help and give our help to

others.


(When the lead goose gets tired, it rotates back into the

formation and another goose flies at the point position.)

It pays to take turns doing the hard tasks

and sharing leadership. Like geese,

people are interdependent on each other’s

skills, capabilities, and unique gifts,

talents, or resources.


(The geese in formation honk from behind to encourage

those up front to keep up their speed.)

We need to make sure our honking is

encouraging. In teams where there is

encouragement, the production is much

greater.


(When a goose gets sick or wounded or shot down, two

geese drop out of formation and follow their fellow

member down to help provide protection. They stay with

this member of the flock until he or she is either able to

fly again or dies. Then they launch out on their own, with

another formation, or catch up with their own flock.)

If we have as much sense as geese, we

will stand by each other in difficult times

as well as when we are strong

10

Two Types of Team Leadership Roles

Task-Specialist Behavior Evaluate how tasks will be

accomplished Seek information to clarify

tasks Summarize ideas and

facts related to problem at hand

Energize others and stimulate team into action

Socioemotional Behavior Encourage contributions

by others Reduce tension/help

resolve conflict Show concern for

member’s needs/feelings Maintain agreed-upon

norms and standards of behavior

Identify problems with team interactions

Sources: In Daft, R. L. The leadership experience (4th edition). Stamford, CT. Thompson Learning. Page 306

Based on Robert A. Baron, Behavior in Organizations, 2nd ed. (Boston: Allyn and Bacon, 1996); Don Hellriegel. John W. Slocum, Jr.,

and Richard W. Woodman, Organizational Behavior, 8th ed. (Cincinnati, OH; South-Western, 1998) p. 244 and Gary A. Yukl, Leadership

in Organizations, 4th ed (Upper Saddle River, NJ: Prentice-Hall, 1998). pp. 384-387

Small Group Exercise—Leadership Behaviors Needed for Team Success

Think of a leader you most admire and/or your best

team experience--what behaviors resulted in… ?

• A common direction and sense of community

• Alignment in the same direction, all working toward the

same goal

• Shared leadership

• A culture that encourages rather than discourages

• Commitment to everyone's success --if one person fails,

everyone fails

What behaviors would result in the opposite?

Linda Hill’s Model for Effective Team Management

Linda Hill’s Model for Effective Team Management

Source:

Hill, L. A. (1994). Managing your team. Harvard Business School Cases. Boston, MA: Harvard Business School Publishing

Managing/Interacting with the Brain in Mind

Managing/Interacting with the Brain in Mind

Source: Rock, D. (2009) Your Brain at Work, Collins, New York. © David Rock—for classroom use only

New Science of Building Teams

New Science of Building Teams

Source:

Pentland, A. (2012). The new science of building great teams. Harvard Business

Review, 90(4), 60-70

High Performance

Exploration

Energy

Engagement

TEAM DESIGN

New Project

You’ve been assigned a new project

You need to build a team to work together on

this project

Where do you start?

“It’s more important to have a well-designed

team than a team with a good leader.”

Thompson, L. (2011). Making the team: A guide for managers (4th ed.). Upper

Saddle River, NJ: Prentice Hall

Three Things to Consider

Task

People

Processes

You need to answer questions about these

three things in order to design your team.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Internal Dynamics: Key Questions to Ask

When Building the Team

PHASE 1

Task Analysis

• What work needs to be

performed?

•Is the goal clearly defined

•How much authority does the

team have to manage its own

work?

•What is the focus of work the

team will do?

•What are the roles and

responsibilities of the team?

•What is the degree of

interdependence among team

members?

•Does there exist only one

correct solution?

•Are team members’ interests

aligned or competitive?

•How big should the team be?

•What is the time allotted to

accomplish the task?

PHASE 2

People

• Who is ideally suited to

do the work?

• What technical, task

management, and

interpersonal skills are

required?

• What motivates

individuals to join teams?

• What types of diversity

are optimal in the team?

PHASE 3

Processes and

Procedures

• How much structure is the

group given?

• What are the explicit

(spoken) norms of the

groups?

• What are the implicit

(unspoken) norms of the

groups?

• Which norms are

conducive for

performance?

• What is the process by

which ineffective norms

can be revised?

4-1


Types of Work That Teams Do

Broad Dominant

Objective Feature Process Emphasis Threats

Tactical Clarity • Directive, highly focused tasks • Role ambiguity

• Role clarity • Lack of training

• Well-defined operational standards • Communication barriers

• Accuracy

Problem Trust • Focus on issues • Failure to stick to facts

solving • Separate people from problem • Fixate on solutions

• Consider facts, not opinions • Succumb to political

• Conduct thorough investigation pressures

• Suspend judgment • Confirmatory information search

Creative Autonomy • Explore possibilities and alternatives • Production blocking

“Lumpy” participation

Source: Adapted from Larson, C. E., & LaFasto, F. M. (1989). Teamwork: What must go right/what can go wrong. Newbury Park, CA: Sage.

4-3


Levels of Interdependence

Pooled interdependence Group Members

X

Product

Reciprocal interdependence

Sequential interdependence P1 P2 P3 X

Product

P1 P2 P3

Source: Thompson, J. (1967). Organizations in action. New York: McGraw-Hill.

4-4

Application To Case--Fitcraft

Small teams

Work on case

Report out

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