DEVELOPING

TEAMWORK

Chapter 6 Durbin
 AGENDA
Background
The leaders role in team-based organization
Offsite training and team development
The leader-member exchange model and teamwork
 BACKGROUND
Teamwork
Understanding
Commitment to the team goals
Common collective work products/services
Mutual (not individual) accountability
Open-ended discussion
Active problem solving meetings
A leader who is not a member of the team: an external leader
A leader should make sense of events to the team
 THE LEADERS ROLE IN TEAM-BASED
ORGANIZATION (1)
ACTIONS LEADERS CAN TAKE USING
THEIR OWN RESOURCES

1. Defining the teams mission and tasks 7. Establishing urgency, demanding performance
2. Establishing a climate of trust standards, and providing direction

3. Developing a norm of teamwork, including 8. Encouraging competition with another Group

emotional intelligence
4. Emphasizing pride in being outstanding
5. Serving as a model of teamwork, including
power sharing
6. Using a consensus leadership style
9. Encouraging the use of jargon
10. Minimizing micromanagement
11. Practicing e-leadership for virtual teams
 THE LEADERS ROLE IN TEAM-BASED
ORGANIZATION (2)
ACTIONS GENERALLY REQUIRING
ORGANIZATION STRUCTURE OR POLICY

1. Designing physical structures that facilitate

communication
2. Emphasizing group recognition and rewards
3. Initiating ritual and ceremony
4. Practicing open-book management
5. Selecting team-oriented members
6. Using technology that facilitates teamwork
 THE LEADERS ROLE IN TEAM-BASED
ORGANIZATION (3)
Defining the teams mission
Why are we doing this?
Mission, tasks, subtasks
Establishing a climate of trust
Trust, identity, efficacy is the heart of
collaboration
Mutual trust
Developing a norm of team work
(including emotional intelligence)
A norm is difficul when a strong culture of
individualism exists
Treating one another as if they were customers
Communicating the norm of team work
Establishing a code of conduct that appreciates teamwork
 THE LEADERS ROLE IN TEAM-BASED
ORGANIZATION (4)
Emphasizing pride in being outstanding
Most groups are particularly good at some task
Promoting the task as a key strength
- Revealing importan info
- Interacting extensively with team members
Using a consensus leadership style
Members feel they are valuable
Exchanging ideas within the team
Establishing urgency, demanding performance standard, and providing direction
Urgent, contructive, explicit, purposes and expectations
Challenging the group to establish urgency
 THE LEADERS ROLE IN TEAM-BASED
ORGANIZATION (5)
Encouraging competition with another group
Beating the competition without unethical practices
Encouraging product/service development

Encouraging the use of jargon

Specialized language/jargon creates a bond among team members
One team-one goal-one achievement

Minimizing micromanagement
Micromanagement: close monitoring of most aspects of group member activities
The contingency leader recognizes the fine line between avoiding micromanagement & not
providing the guidance
 THE LEADERS ROLE IN TEAM-BASED
ORGANIZATION (6)
Practicing e-leadership for virtual team
E-leadership improves teamwork by staying connected electronically to team
members
E-leadership is a form of leadership practiced in a context that work is
mediated by IT.
 OFFSITE TRAINING AND TEAM
DEVELOPMENT (1)

Goals:
* Discover your strength and weaknesses
* Test your limits
* Work together as a team
* Have fun
* Build self confidence
* Build trust
* Face the essence of who you are and what you are
* Learn new things
 OFFSITE TRAINING AND TEAM
DEVELOPMENT (2)
Features:
* Introduction: Lectures-discussions
* Outdoor activities: walking, cooking as a team, building/repairing a house,
working with horses, canoeing, camping, sailing, cycling, playing games, roping,
building trust

Evaluation
* personal and team benefits
* a threat to health, injury and life (medical clearence and safety efferts needed)
* debriefing/reviewing and follow-up
THE LEADER-MEMBER EXCHANGE
MODEL AND TEAMWORK (1)
 THE LEADER-MEMBER EXCHANGE
MODEL AND TEAMWORK (2)
* Why are there in-group and out-group?
* The leader's first impression plays an important role in placing a
person in the in-group or out-group.
* The LMX model:
- In-group: additional rewards, responsibility, and trust in exchange
of loyalty and performance; higher performance-commitment-
satisfaction; less likely to quit
- Outgroup: less likely to experience good teamwork