L5 Leading a Team Flashcards
Schein’s (1980) definition of ‘a group’ 4
A group is a number of people who
interact with each other;
are psychologically aware of each other;
perceive themselves aware of each other
or perceive themselves to be a group.
Brill’s (1976) Definition of ‘a team’ 4
A team is a group of people, each of whom possesses particular expertise; each of whom is responsible for making individual decisions; who together hold a common purpose; who meet together to communicate, collaborate and consolidate knowledge, from which plans are made, actions determined and future decisions influenced
Who are the authors of Team development?
(Tuckman and Jensen, 1977)
What are the stages of Team Development?
Forming Storming Norming Performing
What are the Common Characteristics of stage: Forming
Common characteristics of the stage:
Individualistic
People withhold full participation
Trust: wait and see
Management give no real authority to act
Mission is understood, but does not motivate
Communication from leader to members, rather than members to members, little listening
Leadership style used should be one of directing
What are the Common Characteristics of stage:
Norming
Common characteristics of the stage:
Honeymoon is over, energy dissipating Stress over roles, over uneven contribution Trust: working out who to trust Purpose: slowly becoming clear Communication: often aggressive Dominant members take air time Team processes start to be worked on
Leadership style one of coaching
What are the Common Characteristics of stage:
Storming
Common characteristics of the stage:
Informal experts emerge; team over-rely on them
Swear allegiance to team / team pride; rivalry with other teams
Reluctant to challenge others
Trust: developing, but not tested
Clear focus on performance and goals
Communication to each other as well as to leader
Team processes well underway
Leadership style one of collaboration/ participation
What are the Common Characteristics of stage:
Performing
Common characteristics of the stage:
Team is pro-active; sets most of its own priorities
Team seek wider business info & involvement
Strong culture of “high accountability”
Team share leadership: all involved
Team prioritise what is good for the business as a whole
Trust high: climate of support and challenge
Team manages its performance as a team.
Other teams may be jealous of them
Leadership style one of delegating
What is another possible stage of the Team development model that has been added on?
What are the details of this stage?
Adjouring
The tasks are being completed and the team is disassembled
A sense of loss may be felt by the team members (hence why some authors refer to it as mourning etc.)
Motivation levels can decline as uncertainty about the future begins to set in
Leadership style one of detaching followed by directing with new project start-up
Evidence of Benefits from Teams: 4
EVAL 1
Higher productivity / performance (Wall et al., 1986)
Higher job satisfaction and lower absence (Rasmussen & Jeppesen, 2006)
Increased motivation and better job design (Parker & Williams, 2001)
Lower Patient mortality (Michie & West, 2004)
BUT benefits not guaranteed (Bambra et al., 2007)
Limitations of Tuckman’s Model:
6
Model designed to describe stages in small groups
Group processes may not be as linear as this and may be more cyclical
Characteristics for each stage are not set in stone, and may overlap between the stages
Does not take into account individual roles, such as Belbin does (later)
There is no guidance on the time frame for moving from one stage to another.
A subjective model as opposed to objective
Belbin Team roles, Year
Belbin, 1981
Action
- Implementer
- Shaper
- Complementer Finisher
People
- Coordinator
- Teamworker
- Resource Investigator
Thinking
- Moniter Evalutor
- Plant
- Specialist
What is the main contribution and Weakness of the:
Shaper
Action
Contribution:
Thrive under pressure, dynamic, challenging
Weakness:
Blunt - can offend people, often povocate
What is the main contribution and Weakness of the:
Implementor
Action
Contribution:
Disciplined, Reliable
Weakness:
Inflexible and slow to respond to responsibilities
What is the main contribution and Weakness of the:
Completer / finisher
Action
Contribution:
Conscientious
Weakness:
Reluctant to delegate
What is the main contribution and Weakness of the:
Coordinator
People orientated
Contribution:
Confident, promotes decision-making, clarifies goals
Weakness:
Manipulative, delegates regularly
What is the main contribution and Weakness of the:
Teamworker
People
Contribution:
cooperative, diplomatic, averts friction
Weakness:
can be indecisive
What is the main contribution and Weakness of the:
Resource investigator
People
Contribution:
Explores opportunities, develops contacts
Enthusiastic, communicative,
Weakness:
over-optimistic
What is the main contribution and Weakness of the:
Plant
Thinking
Contribution:
Solves important problems
Creative, imaginative
Weakness:
Ignores incedentals
What is the main contribution and Weakness of the:
Monitor evaluator
Thinking
Contribution:
Strategic, Accurate judgement, assesses all options
Weakness:
Cannot inspire others
What is the main contribution and Weakness of the:
Specialist (added in 1981)
Thinking
Contribution:
Provides unique, specialist knowledge, dedicated
Weakness:
Dwells on technicalities, Contribution on a single front
Hackman (Internal)Conditions for successful Team leadership? 4
A compelling direction,
An enabling team structure,
A supportive organizational context,
Expert team coaching.
Task-focused leadership and person-focused leadership equally important
Leader development: boundary spanning (task- focused) and empowerment (person-focused: coaching, feedback, monitoring, participatory behaviour) explained moderate-large amounts of variance in team performance outcomes Burke et al (2006: 303)
Task-focused leadership and person-focused leadership equally important
Leader development: boundary spanning (task- focused) and empowerment (person-focused: coaching, feedback, monitoring, participatory behaviour) explained moderate-large amounts of variance in team performance outcomes Burke et al (2006: 303)
Example of Boundary Spanning
NHS
Managerial, clinical, human resources, emergency services
University
Education, placement and employability team, teaching, research department
Advantages of decision-making in teams: 4
More information from different sources
Mutually acceptable solution
Credibility / legitimacy of solution
Commitment towards implementation
Disadvantages of decision-making in teams: 6
Takes more time Lines of responsibility can become unclear Pressures to conform Social loafing Extreme-decisions: - Polarised - Risky shift Groupthink
Definition of Groupthink: (Janis, 1972)
Occurs when…
Dyer, 1998
Definition:
“…is the psychological drive for consensus at any cost that suppresses dissent and appraisal of alternatives in cohesive decision-making groups.” (Janis, 1982)
Occurs when:
“…powerful members of the group…coerce less powerful group members to go along with a decision in public even though they may disagree in private.” (Dyer, 1998)
Symptoms of Groupthink: 8
Illusion of invulnerability Collective rationalization Belief in inherent morality Stereotyped views of out-groups Direct pressure on dissenters Self-censorship Illusion of unanimity Self-appointed mindguards
Remedies and ways to reduce the effects of Groupthink:
8
(Janis, 1972)
Impartial leader Critical evaluators Devil’s advocate Subgroup for policy evaluation Survey ‘outgroups’ ‘Second chance’ meeting Group norm – disagreement does not mean disrespect Climate of constructive controversy e.g. get someone to support a minority viewpoint
Dysfunctional Teams Characteristics: ( Armstrong, 1999)
Decisions are not made jointly by team members
• Atmosphere too formal
• There is evidence of personal animosities
• People do not feel free to express their opinions
• Individual team members leave others to do the work
• There is little flexibility in the way in which team members operate
• The team leader (or another individual) dominates the team; more attention is given to who takes control rather than to getting the work done.
• Unclear objectives
Explain Adair’s Model (1997)
Remember Acronym
Adair’s Three Circles
Task:
- Setting objectives
- Planning Task
- Allocating responsibilities
- Setting performance standards
Individual:
- Coaching
- Counselling
- Developing
- Motiviating
Team:
- Communication
- Team building
- Disciplining
- Motivating
Acronym: TIT
Input-Process-Output Model (McGrath, 1964)
Inputs:
Task Design
Team: composition, diversity
Organisational Context
Team Process: Objectives Reflexivity Decision-making leadership conflicts
Output: Performance Satisfaction Growth viability innovation
Advantages of Adair’s Three circles: 3
Disadvantages of Adair’s Three circles: 4
Simple
Focuses on satisfying task needs, team maintenance needs and individual needs – all contribute to teamwork
Overlapping circles is a good reminder that all three have to be paid attention
No recognition of different cultures.
Group environment not considered
Nature of the task ignored
Leadership outside the immediate team ignored
Attributes of Successful Teams: 3
Hackman, 2002
Satisfy internal and external clients
Find meaning and satisfaction within the group
Develop capabilities to perform within the group
