TEAM

LEADERSHIP

Dr. Deepa R
LIBA
Group
• Two or more people with common interests, objectives and
continuing interaction

• Groupness—the degree to which people care about their

group and its well-being

• Group Dynamics – Popularized by Kurt Levin in 1930s

• One normative view is that group dynamics describes how a
group should be organized and conducted. Democratic
leadership, member participation, and overall cooperation are
stressed.

• Another view of group dynamics is that it consists of a set of

techniques. Here, role playing, brainstorming, focus groups,
team building, etc., are traditionally equated with group
dynamics
Types of Groups
The Five Stage
Model of Group/
Team
Development
(Bruce Tuckman)
◦ Team acquaints and
establishes ground
rules
◦ Members resist
control by group
leaders and show
hostility
◦ Members work
together developing
close relationships
and feelings of
camaraderie
◦ Team members work
towards getting their
job done
◦ Team members
disband on achieving
their goals or
members leave
Groups Vs Teams

◦ A work team is a small number of people with complementary skills

who are committed to a common mission, performance goals, and an
approach for which they hold themselves mutually accountable
 INTRODUCTION TO TEAMS
• Shared common goals
• Interdependent
• Work collectively to achieve goals
• Face-to-face and Virtual teams
• Flatter organizational structures
• Competitive advantage
• Agile
• Advantages of organizational teams??
• greater productivity, • more effective use of resources, • better
decisions and problem solving, • better-quality products and
services, and • greater innovation and creativity
TYPE OF WORK TEAMS
• Problem-Solving Teams
• Groups of 5 to 12 employees from the same department who meet for a few
hours each week to discuss ways of improving quality, efficiency, and the work
environment
• Self-Managed Work Teams
• Groups of 10 to 15 people who take on the responsibilities of their former
supervisors
• Cross-Functional Teams
• Employees from about the same hierarchical level, but from different work
• areas, who come together to accomplish a task
• Very common
• Task forces
• Committees
• Virtual Teams
• Teams that use technology to tie together physically dispersed members in order
to achieve a common goal.
TEAM LEADERSHIP
• Leadership Theories and models discussed so far – what
applies to a team setting?
• Is team leadership any different?
• Team leadership = Leadership of Teams
• How do teams develop critical capabilities?
• How do team leaders deal with contingencies as they
arise?
• How do leaders promote interpersonal development?
• Shared or Distributed Leadership
• Team leadership functions can be performed by the
formal team leader and/or shared by team members
• Team members step forward when situations warrant,
providing the leadership necessary, and then step back to
allow others to lead.
THE HILL MODEL
OF TEAM
LEADERSHIP
• Leader’s mental model
• Diagnose problems
• Assess Internal and External
factors
• Team Effectiveness
• Performance – Task
Accomplishment
• Development – Team
cohesiveness
 CRITERIA OF TEAM EFFECTIVENESS
• Clear goals - Teams often fail because they let
something else replace their goals, such as
personal agendas and power issues
• Structure
• Top Management – Power and influence
• Task forces – Ideas and plans
• Customer service – Clients
• Production teams – Technology
• Advertising teams – Creativity /Autonomy
• Emergency room teams – Need clarity
• Team Competency - Technical competence,
interpersonal and teamwork skills, problem-
solving skills
 CRITERIA OF TEAM EFFECTIVENESS
• Unified commitment - Team spirit
• Collaborative Climate – Develop trusting relationships based on honesty,
openness, consistency and respect
• Standards of Excellence – Clear norms of conduct. Team leader can
facilitate the process of excellence
• External support and recognition – Material resources, rewards for
excellent performance, an educational system to develop necessary team
skills, and an information system to provide data needed to accomplish the
task
• Principled Leadership – Influencing the team through four processes –
Cognitive, Motivational, Affective and Co-ordination. Leaders can reduce
the effectiveness of their team by being unwilling to confront inadequate
performance, diluting the team’s ability to perform by having too many
priorities, and overestimating the positive aspects of team performance.
 LEADERSHIP
DECISIONS
• The grid addresses the three leadership
decision questions
• Diagnosing and Intervening
• Storming stage ?
• Motivational coaching (start)
• Consultative coaching (midpoint)
• Educational coaching (end)

• Task Vs Relational needs intervention

• Virtual teams?
LEADERSHIP ACTIONS
• Task - Goal focusing (clarifying, gaining agreement)
• Structuring for results (planning, visioning, organizing, clarifying roles, delegating)
• Facilitating decision making (informing, controlling, coordinating, mediating,
synthesizing, focusing on issues)
• Training team members in task skills (educating, developing)
• Maintaining standards of excellence (assessing team and individual performance,
confronting inadequate performance)

• Relational -Coaching team members in interpersonal skills Environmental - Networking and forming alliances in
environment (gathering information, increasing influence)
• Collaborating (including, involving)
• Advocating and representing team to environment
• Managing conflict and power issues (fighting or avoiding confrontation,
questioning ideas, avoiding groupthink) • Negotiating upward to secure necessary resources, support,
and recognition for team
• Building commitment and esprit de corps (being optimistic, innovating,
• Buffering team members from environmental distractions
envisioning, socializing, rewarding, recognizing)
• Assessing environmental indicators of team’s effectiveness
• Satisfying individual member needs (trusting, supporting, advocating) (surveys, evaluations, performance indicators)
• Modeling ethical and principled practices (fair, consistent, normative) • Sharing relevant environmental information with team
ADAIR’S ACTION CENTRED
LEADERSHIP
• In any situation where a group of people are trying to achieve some goal, one or more of
those people will emerge and act as a leader to the others.

• According to John Adair, there are three elements to all leadership situations. They are:

1. The achievement of a goal or task. This may be the completion of a very practical
activity, or it may be a less tangible goal. We know that effective groups have clear
goals shared by all members. Often the task is what brings the group together in the
first place.

2. The group of people performing the task. It is likely that the task will only be
achieved if all members of the group work together to the common good. Therefore, the
group itself has to be understood as an entity in its own right.

3. Each individual member of the group involved in the task. While the group will
take on a life of its own, individuals do not lose their own identity. Their needs as
people must continue to be met if their allegiance to the group, and their motivation to
achieve the task, is to be sustained.
ADAIR’S ACTION CENTRED LEADERSHIP

• The leader has to balance the needs from each of the three elements. The
effective leader is the one who keeps all three in balance; that is who attends to
all three at the same time. If any one element is ignored, the others are unlikely
to succeed.

• At the same time, the three elements can conflict with each other. For example,
pressure on time and resources often increases pressure on a group to
concentrate on the task, to the possible detriment of the people involved. But if
group and individual needs are forgotten, much of the effort spent may be
misdirected.

• In another example, taking time creating a good team spirit without applying
effort to the task is likely to mean that the team will lose its focus through lack
of achievement.
 ADAIR’S ACTION CENTRED
LEADERSHIP
An approach that a skilled leader might take, in any challenge, is to
balance the needs of all three elements as follows:

• Identify and evaluate the requirements of the task.

• Communicate these to the group and gain their commitment.

• Plan the achievement of the task with the group.

• Identify resources within the group and allocate responsibility to

individuals.

• Monitor and evaluate progress of the whole group and of

individual members.

• Communicate feedback to the group and support, praise,

encourage individuals.

• Review plans, and make changes, with the group until the task is
achieved.
BELBIN’S TEAM
ROLES
• Belbin identified nine team roles and he
categorized those roles into three groups: Action
Oriented, People Oriented, and Thought Oriented.
• Each team role is associated with typical
behavioral and interpersonal strengths.
• Belbin also defined characteristic weaknesses
that tend to accompany each team role. He called
it as "allowable" weaknesses; as for any
behavioral weakness, these are areas to be
aware of and potentially improve.
 BELBIN’S TEAM ROLES
Action Oriented Roles:
• Shaper (SH)
• Shapers are people who challenge the team to improve. They are dynamic and usually
extroverted people who enjoy stimulating others, questioning norms, and finding the best
approaches for solving problems. The Shaper is the one who shakes things up to make sure
that all possibilities are considered and that the team does not become complacent.
• Shapers often see obstacles as exciting challenges and they tend to have the courage to
push on when others feel like quitting.
• Their potential weaknesses may be that they're argumentative, and that they may offend
people's feelings.
• Implementer (IMP)
• Implementers are the people who get things done. They turn the team's ideas and
concepts into practical actions and plans. They are typically conservative, disciplined people
who work systematically and efficiently and are very well organized. These are the people
who you can count on to get the job done.
• On the downside, Implementers may be inflexible and can be somewhat resistant to
change.
• Completer-Finisher (CF)
• Completer-Finishers are the people who see that projects are completed thoroughly. They
ensure there have been no errors or omissions and they pay attention to the smallest of
details. They are very concerned with deadlines and will push the team to make sure the job
is completed on time. They are described as perfectionists who are orderly, conscientious,
and anxious.
• However, a Completer-Finisher may worry unnecessarily, and may find it hard to
delegate.
BELBIN’S TEAM ROLES
People Oriented Roles:

• Coordinator (CO)
• Coordinators are the ones who take on the traditional team-leader role and have also been
referred to as the chairmen. They guide the team to what they perceive are the objectives. They are
often excellent listeners, and they are naturally able to recognize the value that each team members
brings to the table. They are calm and good-natured and delegate tasks very effectively.
• Their potential weaknesses are that they may delegate away too much personal responsibility and
may tend to be manipulative.
• Team Worker (TW)
• Team Workers are the people who provide support and make sure that people within the team are
working together effectively. These people fill the role of negotiators within the team and they are
flexible, diplomatic, and perceptive. These tend to be popular people who are very capable in their
own right, but who prioritize team cohesion and helping people getting along.
• Their weaknesses may be a tendency to be indecisive, and to maintain uncommitted positions
during discussions and decision-making.
• Resource Investigator (RI)
• Resource Investigators are innovative and curious. They explore available options, develop
contacts, and negotiate for resources on behalf of the team. They are enthusiastic team members,
who identify and work with external stakeholders to help the team accomplish its objective. They are
outgoing and are often extroverted, meaning that others are often receptive to them and their ideas.
• On the downside, they may lose enthusiasm quickly, and are often overly optimistic.
 CHALLENGES THE
BELBIN’S TEAM ROLES
SHAPER TEAM TO
IMPROVE. Thought Oriented Roles:
ACTION Implemen Puts ideas into • Plant (PL)
ORIENTED
ROLES ter action.
• The Plant is the creative innovator who comes up with new ideas and approaches.
Completer Ensures thorough, They thrive on praise but criticism is especially hard for them to deal with. Plants are
Finisher timely completion. often introverted and prefer to work apart from the team. Because their ideas are so
novel, they can be impractical at times. They may also be poor communicators and
Coordinat Acts as a can tend to ignore given parameters and constraints.
or chairperson. • Monitor-Evaluator (ME)
Team Encourages • Monitor-Evaluators are best at analyzing and evaluating ideas that other people
People Oriented
Roles
Worker cooperation. (often Plants) come up with. These people are shrewd and objective and they
carefully weigh the pros and cons of all the options before coming to a decision.
Resource
Explores outside • Monitor-Evaluators are critical thinkers and very strategic in their approach. They
Investigat
opportunities. are often perceived as detached or unemotional. Sometimes they are poor motivators
or
who react to events rather than instigating them
Presents new ideas • Specialist (SP)
Plant
and approaches.
• Specialists are people who have specialized knowledge that is needed to get the
job done. They pride themselves on their skills and abilities, and they work to maintain
Thought Oriented Monitor- Analyzes the their professional status. Their job within the team is to be an expert in the area, and
Roles
Evaluator options. they commit themselves fully to their field of expertise.

Provides specialized • This may limit their contribution, and lead to a preoccupation with technicalities at
Specialist the expense of the bigger picture.
skills.
 GINNETT’S TEAM
EFFECTIVENESS
LEADERSHIP MODEL
• Every team is made of essential
overlapping parts :
• The Leader
• The Followers / The Team
• The Situation
• The Task
GINNETT’S TEAM EFFECTIVENESS
LEADERSHIP MODEL

• Individual satisfaction??
GINNETT’S
TEAM
EFFECTIVENESS
LEADERSHIP
MODEL
GINNETT’S TEAM EFFECTIVENESS LEADERSHIP
MODEL
GINNETT’S
TEAM
EFFECTIVENESS
LEADERSHIP
MODEL
CASE STUDY