(10) Teamwork and Leadership Flashcards
1
Q
Importance of teamwork.
A
- Project success will be associated with teamwork.
- Project failure will surely result if we do not work as a team.
2
Q
What is a Project Team?
A
- A team which members fulfil different functions and tasks of the same project.
- Also, a collection of persons that work together for the common objective and have a responsibility for the specific results.
3
Q
How does a Project Team work?
A
- Is engaged for a certain time period and will be dissolved after the project is finished.
- The team members can change throughout the project as people are added and removed from the project.
4
Q
Role of project team (during planning)
A
- To help plan what needs to be done and to create time and cost estimates for their work packages.
- To identify risks.
- To identify and involve stakeholders.
5
Q
Role of project team (during execution and monitoring & control)
A
- To complete work packages or activities.
- To look for deviations from the project management plan.
- To improve processes.
- To comply with quality and communications plans.
- To attend project team meetings.
6
Q
Characteristics of high-performing teams.
A
- Share a sense of common purpose.
- Make effective use of individual talents and expertise.
- Have balanced and shared roles.
- Maintain a problem-solving focus.
- Team energy used to fix problems not blame
- Encouraging differences of opinion.
- Mistakes are opportunities for learning not for punishments.
- Also encourages risk taking and creativity.
- Sets high personal performance standards.
7
Q
Five-stage team development model.
A
- Forming Stage.
- Storming Stage.
- Norming Stage.
- Performing Stage.
- Adjourning Stage.
8
Q
Forming Stage.
A
- Occurs when team members first come together as a team.
- What happens?
- Strong dependence on leader.
- Simple ideas.
- Avoidance of controversy.
- Avoidance of serious topics.
- Minimum feedback.
- Leaders..
- Direct.
9
Q
Storming Stage.
A
- Teams discover..
- Teamwork is more difficult than they expected.
- Leaders coach.
- What happens?
- Strongly expressed views.
- Challenging others’ ideas.
- Challenging leadership, authority, and position.
- Withdrawal by some team members.
- Lack of collaboration, competing for control.
- High level of reacting or defending.
10
Q
Norming Stage.
A
- Begins as…
- The team moves beyond the storming stage and begins to function as a team.
- Leaders facilitate.
- What happens?
- Active listening.
- Shared leadership.
- Methodical systematic ways of working.
- Readiness to change preconceived views.
- Receptiveness to others’ ideas.
- Active participation by all.
- Conflicts seen as mutual problems.
- Open exchange of ideas.
11
Q
Performing Stage.
A
- When a team reaches the performing stage, it…
- Is functioning as a high performance team.
- What happens?
- High creativity.
- Openness and trust.
- Strong relationships.
- High achievement.
- Leaders…
- Delegate.
12
Q
Adjourning Stage.
A
- Breaking up the team when the required task is complete.
- What happens?
- Adjourning is the break-up of the group, hopefully when their task is
completed successfully, their purpose is fulfilled.
- Recognition of and sensitivity to people’s vulnerabilities is helpful.
- Leaders…
- Reassure and communicate.
13
Q
Types of Teams.
A
- Virtual Project Team.
- Self-directed Team.
14
Q
What’s a Virtual Project Team?
A
A group of team members, linked via technology to each other and various project stakeholders, which operates as a unified team.
15
Q
Benefits (of Virtual Project Team).
A
- Ability to share information and communication among team members and organisation entities of geographically dispersed projects.
- To some degree, it neutralises the cultural differences.
16
Q
Challenges (of Virtual Project Team).
A
- Ability to work with the given technology.
- Project tracking and performance assessment is often very difficult.
- Risks are difficult to detect and assess.
17
Q
What’s a Self-Directed Team?
A
- A group of people charted with specific responsibilities for managing themselves and their work, with minimal reliance on external supervision, control and bureaucracy.
- Team structure, leadership and work plans often evolve on needs.
18
Q
Benefits (of a Self-Directed Team).
A
- Can handle complex assignments.
- Widely shared goals, values and information.
- Flexible towards changes.
- High degree of self control, ownership, commitment towards the project objectives.
19
Q
Challenges (of a Self-Directed Team).
A
- Self-directed team does not just happen.
- A high degree of self-motivation and skills must exist among the team members.
- They often require more sophisticated external guidance and leadership.
- Empowerment and self-control might lead to unintended results and consequences.
20
Q
Methods of Conflict Management.
A
- Constructive Methods.
- Problem-solving.
- Compromise.- Destructive Methods.
- Forcing.
- Withdrawing.
- Smoothing.
- Destructive Methods.
21
Q
Constructive Team Roles.
A
- Initiators: initiate ideas.
- Information seekers: seek to gain understanding of the project.
- Information givers: share information with team.
- Encouragers: focus on what can be accomplished.
- Clarifiers: make certain that everyone’s understanding is the same.
- Harmonisers: enhance information to increase understanding.
- Summarisers: restate the details briefly and relate them to the big picture.
- Gate keepers: draw others in.
22
Q
Destructive Team Roles.
A
- Aggressors: are hostile to the project.
- Blockers: interrupt the flow of information.
- Withdrawers: do not participate.
- Recognition seekers: interested in their own benefit.
- Topic jumpers: change discussion subject.
- Dominators: present opinions forcefully.
- Devil’s advocate: automatically take a contrary view to suggestions.
23
Q
Management.
A
- Telling…
- Formulating plans and objectives.
- Designing structures and procedures.
- Monitoring results against plans, taking corrective action when necessary.
- Mechanistic, practical.
- Metaphor of an engine.
24
Q
Leadership.
A
- Selling…
- Setting direction and operation plans.
- Aligning people to the new direction.
- Motivating team to work together to overcome hurdles.
- Sensitive, adaptive to what is happening.
- Metaphor of a plant.
25
Leadership Styles.
```
Commanding
Pace-setting
Democratic
Affiliative
Visionary
Coaching
```
26
Commanding.
- Style in a phrase:
- Do what I tell you.
- Leader's way of working:
- Demands immediate compliance.
- Underlying emotional intelligence competencies:
- Achievement.
- Initiative.
- Self-control.
27
Pace-setting.
- Style in a phrase:
- Do as I do.
- Leader's way of working:
- Sets high standards of performance.
- Underlying emotional intelligence competencies:
- Conscientiousness.
- Achievement.
- Initiative.
28
Democratic.
- Style in a phrase:
- Let's decide what to do together.
- Leader's way of working:
- Creates consensus through participation.
- Underlying emotional intelligence competencies:
- Collaboration.
- Team leadership.
- Communication.
29
Affiliative.
- Style in a phrase:
- Let's do what's best for everyone.
- Leader's way of working:
- Creates harmony and builds emotional bonds.
- Underlying emotional intelligence competencies:
- Empathy.
- Building relationships.
- Communication.
30
Visionary.
- Style in a phrase:
- Do what will help us reach our goals.
- Leader's way of working:
- Mobilises people towards a vision.
- Underlying emotional intelligence competencies:
- Self-confidence.
- Empathy.
- Change catalyst.
31
Coaching.
- Style in a phrase.
- How can I help you do it better?
- Leader's way of working.
- Develops people for the future.
- Underlying emotional intelligence competencies.
- Developing others.
- Empathy.
- Self-awareness.
32
Being a leader.
"is all about building respect among people with varying levels of status and authority.”
33
What do Project Managers need?
Both leadership and managerial skills.
34
What must Project Managers do?
- Take responsibility for leading the project effort towards the stated and agreed upon goals and objectives of the project.
- Have a very clear idea of what constitutes the successful conclusion of the project.
- Carry out proper planning and contingency planning.
- Prepare accurate schedules.
- Communicate (technical and public relations).
- Elaborate progress reporting.
- Coordinate and supervise.
35
What are Project Managers required to have?
- Broad understanding of the various areas that must be coordinated and requires strong interpersonal skills.
- Good communication skills as they live in a world of conflict.
36
Skills of Project Manager.
```
Organisational
Communication
Team Building
Coping
Technological
Leadership
```
37
Organisational.
- Planning.
- Goal-setting.
- Analysing.
38
Communication.
- Sell ideas.
| - Good listening skills.
39
Team building.
- Motivation
| - Developing empathetic relationships with other members of the project team.
40
Coping.
- Stress management.
| - Patience.
41
Technological.
- Knowledge of technology required by the project.
42
Leadership.
- Taking initiative.
- Setting a good example.
- Having a positive outlook.
- Trusting people.
- Foreseeing.
43
Characteristics of Eustress (Positive Stress).
- Short-term only.
- Perceived as within our coping abilities.
- Motivates and focuses energy.
- Feels exciting.
- Improves performance.
44
Characteristics of Distress (Negative Stress).
- Can be short or long-term.
- Perceived as outside our coping abilities.
- Demotivates and drains our energy.
- Feels very unpleasant.
- Can lead to mental and health problems.
- Decreases performance.
45
Frequent Causes (of distress) related to Work & Employment.
- Excessive job demands.
- Job insecurity.
- Conflicts with teammates and supervisors.
- Inadequate authority necessary to carry out tasks.
- Lack of training necessary to do the job.
- Making presentations in front of colleagues or clients.
- Unproductive and time-consuming meetings.
- Commuting and travel schedules.
46
Internal Causes (of distress).
- Fears: (e.g., fears of flying, heights, public speaking, chatting with strangers at a party).
- Repetitive Thought Patterns.
- Worrying about future events (e.g., waiting for medical test results or job restructuring).
- Unrealistic, perfectionist expectations.
47
Causes (of distress) related to Habitual Behaviour Patterns.
- Over-scheduling.
- Failing to be assertive.
- Procrastination and/or failing to plan ahead.
