Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 12-1 Chapter 11 Leadership in...

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations12-1

Chapter 11Leadership in Teams andDecision Groups

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 12-2

Learning Objectives Understand the processes that determine group

performance 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


Learning Objectives (Cont.) Understand the advantages of cross-functional

teams and the difficulties confronting leaders of these teams

Understand procedures to facilitate team learning and build trust and cooperation

Understand the primary leadership functions in decision groups

Understand procedures for leading successful meetings


The Nature of TeamsTable: Common Characteristics of Four Types of Teams


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

Group”) Virtual Teams


Table: Percentage of Companies that Delegated a Responsibility to Self-Managed Teams


Table: Facilitating Conditions for Self-Managed Teams


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 Table: Mediating Variables for Effect of Leader Behaviors on Team Performance


Leadership in Different Types of TeamsCross-Functional Teams

Table: Skills Required for Leading Cross-Functional Project Teams


Leadership in Different Types of TeamsCross-Functional Teams (Cont.)

Table: Leadership Behaviors Needed in Cross-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 (Cont.) 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 (Cont.)

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

Table: Major Types of Leadership Behavior in Decision Groups


Leadership Functions in Decision GroupsTable: Comparison of Two Viewpoints on Leadership 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 from idea evaluation


Guidelines for Leading Meetings (Cont.)

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


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Copyright © 2010 Pearson Education, Inc.

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 12-1 Chapter 11 Leadership in...

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