Teams & Team Leadership Flashcards
Organisational Advantages of Teamwork
- more productive
- improves quality of life
- improves problem-solving
- better for employees social affiliation
Group Dynamics
Two or more people acting interdependently to achieve a common objective
Team design
- Task characteristics
- Team size
- Team composition
Team states
Norms: have shared understanding?
Cohesion: identify as a team, quality of relationships?
Team efficacy: believe we can accomplish a task?
Trust: can rely on each other, and take risks?
Tuckman’s Model of Team Development
stages
- Forming
- Storming
- Norming
- Performing
- Adjourning
Gersick’s Punctuated Equilibrium Model
2 phases
- Phase 1 btw first meeting & midpoint
- Phase 2 btw mid-point & deadline
Group performance is low before mid-point
Then Mid point transition
If successful = performance = high
Else performance = low
Team Spirit (Heerman)
1.Building a sense of relationship (belonging &
trust)
2.Creating a sense of possibility (common
purpose)
3.Experiencing team solidarity (certainty
about what needs to be accomplished)
4.Mutual recognition of other peoples’
potential to contribute
5.Establishment of a sense of freedom (the
team as an entity becomes taken-for-granted)
6.Strongest manifestation of the team as a
unified entity
Group Dynamics Task & Maintenance
Maintenance: The activities team is working on internal processes and focus effort on establishing a common purpose and effectiveness
Task: activities where team focus on job at hand
Downsides of Team Work
- Group Think
- Social loafing
- Free - riding
- Cultural differences
Group Think
- creates feeling of invulnerability
- unquestioned belief in group
- stereotyped views of outsiders
- pressure to conform
- illusion of unanimity
Distributed Leadership
- Envisioning
Creating a strong vision of the purpose of the team that
can easily be translated into a set of values (maintenance).
Distributed Leadership
- Organizing
Providing structure through a focus on details, deadlines,
and structures (task & maintenance).
Distributed Leadership
- Spanning
Networking, gathering information, championing the
team in the rest of the organisation, dealing with outsiders,
preventing the team from becoming isolated, etc.; importantly, the
spanning leader may have to coordinate the team’s activities with the
rest of the organisation (task & maintenance).
Distributed Leadership
- Social
Negotiation, conflict resolution, “surfacing” problems, confronting anti-social behaviour (maintenance).
What is Team Discipline?
Conduct + Values + Identity + Influence
Rise of Formal and Informal Teams
E.g. in OB formal teams arose when it came to the group project but later on people talked to each other and sat next to each other to reflect common interests.
