Lecture 4 - Teamwork and Leadership Flashcards

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1
Q

Definition of teamwork?

A

The ability to take on different roles in a team and work well with others to achieve aims and objectives

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2
Q

What were the 9 team roles identified by Belbin and colleagues (1981)?

A
  1. shaper
  2. resource investigator
  3. plant
  4. team worker
  5. monitor evaluator
  6. coordinator
  7. implementer
  8. complete finisher
  9. specialist
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3
Q

Shaper?

A
  • highly motivated with need for achievement
  • prepared to risk being disliked
  • can handle and thrive on confrontation
  • characteristics: driven, dynamic, prepared to challenge others, competitive
  • strengths: prepared to challenge issues, their drive can push projects forward
  • weaknesses: prone to provocation and impatience
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4
Q

Resource investigator?

A
  • eager to explore new opportunities and build on the ideas of others
  • skilled communicators, good at connecting people needed for a project
  • characteristics: outgoing, enthusiastic, curious, influential
  • strengths: source of group vitality, can find useful people
  • weaknesses: can quickly loose interest in a project
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5
Q

Plant?

A
  • creative, generate new ideas and can solve complex problems
  • quite introverted so prefer to work alone
  • characteristics: unorthodox, independent, imaginative, creative
  • strengths: good at generating novel ideas and solving complex problems
  • weaknesses: absent-minded, inclined to ignore incidental details
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6
Q

Team worker?

A
  • supportive individuals
  • help make everyone feel included
  • cope less well with pressure and avoid confrontation
  • characteristics: socially oriented, perceptive, supportive, diplomatic
  • strengths: ability to respond well to other people improving morale and cooperation
  • weaknesses: indecisive, don’t want to risk confrontation/ unpopularity
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7
Q

Monitor evaluator?

A
  • critical thinkers who consider all sides of an argument
  • enjoy analysing problems and evaluating suggestions
  • characteristics: strategic, unemotional, evaluative, critical
  • strengths: make impartial judgements
  • weaknesses: can be slow when making decisions
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8
Q

Coordinator?

A
  • ability to spot the talents of other people and use them effectively
  • can delegate too much leaving themselves little to do
  • characteristics: calm, confident, controlled, trusting
  • strengths: welcoming of others contributions without prejudice
  • weaknesses: may be seen as not pulling their weight
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9
Q

Implementer?

A
  • break projects down in a systematic manner
  • favour the safety of the know
  • characteristics: methodical, efficient, organised, disciplined
  • strengths: reliable, will do what needs to be done
  • weaknesses: inflexible , find it challenging to cope with new situations
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10
Q

Complete finisher?

A
  • pay attention to the finer details of a project
  • rarely start something they do not finish
  • can be anxious and distrusting of others
  • characteristics: conscientious, orderly, anxious, perfectionist
  • strengths: work to high standards, fulfil on promises
  • weaknesses: worry about small details
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11
Q

Specialist?

A
  • have dedicated themselves to acquiring highly specialist knowledge or skill
  • possess little interest in other people or their work
  • characteristics: single minded, dedicated, professional, expert
  • strengths: can provide in depth knowledge in a key area or a skill that is in rare supply
  • weaknesses: contribute only a narrow front and can overwhelm others with detail
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12
Q

What did Belbin describe a team role as?

A
  • as ‘a tendency to behave, contribute and interrelate with others in a particular way’
  • people often have the capacity to assume more than 1 role so you don’t need 9 people to have an effective team
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13
Q

What is the Belbin test?

A
  • a measure of trait behaviours, results show which team roles you are most likely to assume or excel in
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14
Q

What is leadership?

A
  • it relates to the skills of motivating, influencing and helping a group of people to achieve a common goal
  • this can involve managing colleagues and directing workers by providing and communicating a strategy for instance
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15
Q

What is a leadership style

A
  • refers to someones method of motivating people, providing direction, coordinating activities and implementing a plan of action
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16
Q

What are the 3 main leadership styles outlined by Lewin and colleagues (1939)?

A
  1. authoritarian (autocratic)
  2. participative (democratic)
  3. delegate (laissez-faire)
17
Q

Authoritarian (autocratic)?

A
  • clear division between the leader and the group
  • leader makes decisions independently , provides a clear direction for action and outlines the expectations of the group
  • pros: effective in urgent situations
  • cons: can result in a hostile work environment, reduced group creativity
18
Q

Participative (democratic)?

A
  • active member of the group which they guide effectively
  • encourage participation from everyone
  • pros: helps motivate the group and increase group cohesion and creativity
  • cons: in urgent situations it may result in poor communication, some members may not contribute meaningfully or ideas in the minority may be overlooked
19
Q

Delegate (laissez-faire)?

A
  • ‘hands off’, leave decision making to the group
  • requires trust in other group members to make effective decisions
  • pros: useful involving groups of specialists, freedom can encourage creativity and facilitate individual development
  • cons: members may feel lost resulting in low motivation, with diffusion of responsibility comes low individual accountability meaning progress can be slow
20
Q

What are 2 further leadership styles?

A
  1. transformational
  2. transactional
21
Q

Transformational leaders?

A
  • often emotionally intelligent and passionate about the task
  • promote positivity and a clear vision helping others to grow
  • pros: inspire members instilling a sense of loyalty reducing turnover
  • cons: not appropriate if members lack knowledge and need more supervision
22
Q

Transactional leaders?

A
  • relationship between the leader and the rest of the group is often thought of as being a transaction
  • leader will use rewards and punishments to motivate the group
  • pros: motivates members to perform in order to receive the reward, usually clearly defined roles which helps people remain focused on the task
  • cons: does not promote creativity or innovation so limits development and growth