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Theories And Pratice Of Leadership > Week 6 - Team Leaders > Flashcards

Week 6 - Team Leaders Flashcards

1
Q

What is a team?(Northouse, 2022)

A

Is a type of organizational group that is composed of interdependent members, who share common goals, and who must coordinate their activities to accomplish these goals.

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2
Q

What is a group?

A

Is two or more individuals, engaged in social interaction to achieve a goal

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3
Q

What is the main function/purpose of a team?

A

is to manage and direct the time, attention, and flow of information among individuals and organisational departments

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4
Q

What are the desirable outcomes of effective organisational teams? (Northouse, 2022) (5)

A
  • Greater productivity
  • More effective use of resources
  • Better decisions and problem solving
  • Better-quality products and services and
  • Greater innovation and creativity (Parker, 1990)
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5
Q

4 dimensions to distinguish real from pseudo teams (West and Lyubobnikova (2012)

A
  • Interdependence
  • Shared Objectives
  • Reflexivity
  • Boundedness
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6
Q

According to (Richter et al., 2011, Delarue et al., 2008) what are the broad benefits of teams? (4)

A
  • positive effect on organisational performance and financial outcomes
  • improves employee attitudes (organisational commitment, satisfaction and motivation)
  • decreased absenteeism and turnover
  • positive benefits are further enhanced if the organisation has supportive HR practices in place
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7
Q

According to (Mohrman et al., 1995): what are the specific benefits of teams? (3)

A
  • Improve development and delivery of products and services, reducing costs and increasing quality.
  • More effective management of knowledge and learning
  • Promote innovation
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8
Q

What are the 5 different types of teams?

A
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9
Q

Define Shared/Distributed Leadership (Bergman, Rentsch, Small, Davenport, & Bergman, 2012)

A

occurs when members of the team take on leadership behaviours to influence the team and to maximize team effectiveness

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10
Q

What are the potential impacts of shared/distributed leadership? Northouse, 2022) (2 positive, 1positive/negative)

A

+ allows for faster responses to more complex issues (Morgeson, DeRue, & Karam, 2010; Pearce, Manz, & Sims, 2009; Solansky, 2008 )
+/- involve risk and takes some courage for the member who steps forward to provide leadership outside the formal role of team leader (Amos & Klimoski, 2014) – can make a member to be reluctant to come forward and lead
+ Team with shared leadership have less conflict, more consensus, more trust, and more cohesion than teams that do not have shared leadership (Bergman et al., 2012).

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11
Q

McGrath’s input-process-output model (3)

A
  • Inputs: include member characteristics or group structure
  • Processes: how the group does things,
  • Outputs: the results of the processes, including task completion.
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12
Q

Define Team role (Hucyznski and Buchanan, 2019 p.363)

A

Team role is “an individual’s tendency to behave in preferred ways which contribute to, and interrelate with, other members within a team”

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13
Q

What is the Belbin 1981 model?

A

Is a model with a set of 9 roles that should be in a team:

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14
Q

What are the 3 types of roles within Belbin’s 1981 Model?

A
  • Action-orientated roles
  • People-orientated roles
  • Cerebral roles
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15
Q

What are action-orientated roles in Belbin’s 1981 model? (3)

A
  • Sharper
  • Implementer
  • Completer finisher
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16
Q

What are people-orientated roles in Belbin’s 1981 model? (3)

A
  • Co-ordinator (chairman)
  • Teamwork
  • Resource investigator
17
Q

What are cerebral roles in Belbin’s 1981 model? (3)

A
  • Plant
  • Monitor Evaluator
  • Specialist
18
Q

How can Belbin’s 1981 model be applied? (5)

A
  • Can be used to identify workers’ behavioural strengths and weaknesses
  • Build strongrelationships
  • Developqualified teams
  • Personal Development
  • Build a community
19
Q

What are the potential benefits of Belbin’s 1981 model? (7)

A
  • Underachievement demands a good coordinator or finisher.
  • Conflict requires a team worker or strong coordinator.
  • Mediocre performance needs a resource investigator, innovator or shaper.
  • Error prone teams need an evaluator.
  • New teams need a strong shaper to get started
  • Competitive situations demand an innovator with good ideas.
  • In areas of high risk, a good evaluator may be needed
20
Q

What is Hill’s model for Leadership? (Northouse, 2022)

A

It emphasises the leader’s role in monitoring the team and acting to ensure its effectiveness, is structured around three primary components:
o Leadership decisions
o Leader actions
o Indicators of team effectiveness

21
Q

Characteristics of Team Effectiveness (Bottom of Hill’s model) (3)

A
  • Two critical functions of team effectiveness are performance (task accomplishment) and development (team maintenance)
  • Performance refers to the quality of the outcomes of the team’s work.
  • Development refers to the cohesiveness of the team and the ability of team members to satisfy their own needs while working effectively with other team members (Nadler, 1998
22
Q

What are Hackman’s (2012) posited six enabling conditions that lead to effective team functioning

A

(1) Is it a real team?
(2) Does it have a compelling purpose?
(3) Does it have the right people?
(4) Are the norms of conduct clear?
(5) Is there support from the organisational context?
(6) Is there team-focused coaching?

23
Q

According to Larson and LaFasto (1989) eight characteristics that were consistently associated with team excellence

A

1 – Clear elevating goals
2 – Results driven-structure
3 – Competent team members
4 - Unified commitment
5 – Collaborative Climate
6 – Standards of Excellence
7 – External Support and Recognition
8 – Principled Leadership

24
Q

What are the 3 Leadership Decisions in Hill’s model of team leadership?

A

1 - is whether it is most appropriate to continue to observe and monitor the team or to intervene in the team’s activities and take action
2 - is to choose whether a task or a relational intervention is needed (i.e., does the team need help in accomplishing its tasks, or does it need help in maintaining relationships?).
3 - is whether to intervene at the internal level (within the team itself) or at the external level (in the team’s environment)

25
Q

What are the Internal Task Leadership Actions - Hill’s model of team leadership

A
  • Goal focusing (clarifying, gaining agreement)
  • Structuring for results (planning, visioning, organizing, clarifying roles, delegating)
  • Facilitating decision making (informing, controlling, coordinating, mediating, synthesizing, focusing on issues)
  • Training team members in task skills (educating, developing)
  • Maintaining standards of excellence (assessing team and individual performance, confronting inadequate performance)
26
Q

What are the Internal relational Leadership Actions - Hill’s model of team leadership (6)

A
  • Coaching team members in interpersonal skills
  • Collaborating (including, involving)
  • Managing conflict and power issues (fighting or avoiding confrontation, questioning ideas, avoiding groupthink)
  • Building commitment and esprit de corps (being optimistic, innovating, envisioning, socializing, rewarding, recognizing)
  • Satisfying individual member needs (trusting, supporting, advocating)
  • Modelling ethical and principled practices (fair, consistent, normative)
27
Q

What are the external environmental Leadership Actions - Hill’s model of team leadership (6)

A
  • Networking and forming alliances in the environment (gathering information, increasing influence)
  • Advocating and representing the team to the environment
  • Negotiating upward to secure necessary resources, support, and recognition for the team
  • Buffering team members from environmental distractions
  • Buffering team members from environmental distractions
  • Sharing relevant environmental information with the team
28
Q

What are the strengths of Hill’s team leadership model? (3)

A
  • Designed to focus on real life organisational groups
  • Provides a cognitive guide that helps leaders design and maintain effective teams
  • Current – takes into account the changing role of leaders and followers
29
Q

What are the criticisms of Hill’s team leadership model? (3)

A
  • Not a universal model; it lists some of the common skills needed in situations but not specific skills
  • Only provides guidelines for the leaders and does not suggest when to intervene and how to carry out the actions needed
  • Assumes the leader is skilled in managing teams

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