Lecture 9: Leaders Flashcards

1
Q

What are the 3 ways team leaders are chosen?

A
  • elected
  • appointed
  • emerged with time
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2
Q

What is important for the effectiveness of the team when choosing a leader?

A
  • method results in a clear choice of leader

- method is perceived as legitimate by team members

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3
Q

What tasks define a team leader’s role?

A
  • enabling the team
  • building/developing the team
  • coaching the team
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4
Q

How do team leaders enable the team?

A

Team leaders coach and maintain conditions that allow the team to function effectively, assuring the team has defining features of a work team.

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5
Q

Building/developing the team consists of

A

building and maintaining capacity of the team to do its work

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6
Q

Examples of building and developing the team

A
  • Adding new members to augment team knowledge and skills
  • fostering the development of the team’s shared values
  • ensuring it is clear who is a central member of the team
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7
Q

Ways to coach the team to optimize performance include

A
  • attending to how the team is performing
  • evaluating performance
  • providing advice and support for individual team members and the team as a whole
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8
Q

Why should team leaders call on others to utilize their skills in order to realize the team’s goal?

A
  • leaders rarely have expertise in every field

- allows for interdependency

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9
Q

Role of the team sponsor

A

create the team and establish the team’s goal

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10
Q

T/F: The leader always makes all the decisions and tells others what to do

A

False

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11
Q

List the 7 competencies for team leaders enabling the team

A
  1. Establish and maintain a clear, common understanding of the team’s goal
  2. Establish shared responsibility/mutual accountability for achieving the goal
  3. Assure the team has sufficient authority to do its work
  4. Establish interdependency of members
  5. Assure defined membership for the team
  6. Keep the team unified-assure that there are no sub-groups operating independently
  7. Relate effectively to the team’s sponsor and to the larger organization
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12
Q

In order for effective team performance to be actualized

A

the team must be developed and coached

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13
Q

When necessary, how should team leaders remind team members of the goal?

A

They should clarify in a way that inspires and without offensive preaching.

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14
Q

Enabling team protects the defining work characteristics by:

A
  • ensuring the team has authority to work without seeking permission
  • ensure interdependecny by encouraging members to draw on each other’s expertise
  • leader recognizes subgroups and prevents them from forming and makes it clear who is a team member
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15
Q

What are the 7 charactertistics for developing the team?

A
  1. Oversee recruitment, orientation, and team formation
  2. Establish the team’s values, and behavior norms
  3. Assure a common understanding of the teams approach to doing it’s work
  4. Maintain sufficient hierarchy for team to achieve the goal
  5. Foster team identity
  6. Assure a favorable social climate
  7. Assure team can effectively carry out operations effectively
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16
Q

What are the stages of the Tuckman Model of Team Development?

A
Form
Storm
Norm
Perfrom
Adjourn
17
Q

Forming

A

members learn the team goal and individual expectations

18
Q

Storming

A
  • testing assumptions of the team
  • trying to find one’s place and space within the hierarchy
  • confrontation may occur
19
Q

Norming

A

-establish the functional basis for doing the teams work (i.e norms of behavior and habits are formed)

20
Q

Performing

A
  • above work is synthesized

- team becomes a functioning unit

21
Q

Adjourn

A
  • work is completed
  • celebrate
  • acknowledge contributions
22
Q

List Belbins Roles

A

-plant (or innovator)
-resource investigator
-coordinator
-shaper
-monitor evaluator
-teamworker
-implementer
-completer finisher
specialist

23
Q

plant (or innovator)

A
  • serves as a source of new ideas, innovation, unorthodox, approaches
  • problem solver, sometimes provocative
24
Q

Resource Investigator

A
  • searches for people and material that can be useful to the team
  • makes contacts
  • connects the team with outside sources of help
25
Q

coordinator

A
  • clarifies team’s goal
  • seeks to coordinate different components of the team
  • chairs meetings
26
Q

Shaper

A
  • drives team to higher levels of achievement
  • brings courage and determination to team’s work
  • sometimes pushes people too hard
27
Q

Monitor evaluator

A
  • critic of team performance
  • provides insight and good judgment
  • maintains broad perspective
  • sometimes overly negative
28
Q

Teamworker

A
  • brings a colegial, cooperative approach to the team
  • listens well
  • diplomatic
  • has a manner that discourages relationship conflicts
29
Q

implementer

A
  • practical doer
  • brings discipline, reliability, and efficiency
  • oriented to concrete action
  • traditional approach to team’s work
30
Q

completer finisher

A
  • provides thorough assessment of team’s services or work products
  • ensures work is done well
  • insists on meeting timelines
31
Q

specialist

A
  • brings special knowledge or skill to the team
  • focused on a narrow component of the team’s work
  • takes initiative
32
Q

What are the 3 competencies of the team coaching the team?

A
  1. Gather info on the performance of the team and individuals
  2. Evaluate performance
  3. Provide feedback and advice
33
Q

Coaching requires careful gathering of info about the peformance of individuals and the team. This includes:

A
  • genuine listening and mindful observation of team activity including what team members say along with tone and body language
  • observed performance can then be evaluated against team expectations