Chapter 10
Leading Teams
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Chapter Objectives
Turn a group of individuals into a collaborative
team that achieves high performance through
shared mission and collective responsibility.
Develop and apply the personal qualities of
effective team leadership for traditional, virtual,
and global teams.
Understand and handle the stages of team
development, and design an effective team in
terms of size, diversity, and levels of
interdependence.
Handle conflicts that inevitably arise among
members of a team.
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Team
A unit of two or more
people who interact and
coordinate their work to
accomplish a shared
goal or purpose
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Ex. 10.1 Differences Between
Groups and Teams
Group
Has a designated, strong
leader
Individual accountability
Identical purpose for group
and organization
Performance goals set by
others
Works within organizational
boundaries
Individual work products
Organized meetings;
delegation
Team
Shares or rotates
leadership roles
Mutual/ind. accountability
Specific team vision or
purpose
Performance goals set by
team
Not inhibited by
organizational boundaries
Collective work products
Mutual feedback, openended discussion, active
problem-solving
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Ex. 10.2 Stages of Team
Development
Forming:
Orientation, break the ice
Leader: Facilitate social interchanges
Storming:
Conflict, disagreement
Leader: Encourage participation,
surface differences
Norming:
Establishment of order and cohesion
Leader: help clarify team roles, norms,
values
Performing:
Cooperation, problem solving
Leader: Facilitate task accomplishment
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Ex. 10.3 Evolution of Teams and
Team Leadership
Functional Team
•Grouping individuals
by activity
•Leader centered
•Vertical or command
team
Cross-Functional
Team
•Coordinates
across organization
boundaries for
change projects
•Leader gives up
some power
•Special purpose
team, problemsolving team
Need for traditional leadership
Self-Directed Team
•Autonomous, defines
own boundaries
•Member-centered
•Self-managed team
Need for team leadership
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Interdependence
Interdependence
The extent to which team members depend on
each other for information, resources, or ideas
to accomplish their tasks
Pooled Interdependence
The lowest form of team interdependence;
members are relatively independent of one
another in completing their work
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Interdependence (contd.)
Sequential Interdependence
Serial form of interdependence in which the
output of one team member becomes the input
to another team member
Reciprocal Interdependence
Highest form of interdependence; members
influence and affect one another in reciprocal
fashion
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Leading Effective Teams
Team effectiveness: the extent
to which a team achieves four
performance outcomes:
innovation/adaptation, efficiency,
quality, and employee
satisfaction
Team cohesiveness: the
extent to which members
stick together and remain
united in the pursuit of a
common goal
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Team Leadership Roles
Task-Specialist Role
Team leadership role associated with initiating new ideas,
evaluating the team’s effectiveness, seeking to clarify
tasks and responsibilities, summarizing facts and ideas
for others, and stimulating others to action
Socio-Emotional Role
Team leadership role associated with facilitating others’
participation, smoothing conflicts, showing concern for
team members’ needs and feelings, serving as a role
model, and reminding others of standards for team
interaction
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Ex. 10.4 Two Types of Team
Leadership Roles
Task-Specialist Behavior
Socio-Emotional Behavior
Propose solutions and initiate new
ideas
Encourage contributions by others;
draw out others’ ideas by showing
warmth and acceptance
Evaluate effectiveness of task
solutions; offer feedback on others’
suggestions
Smooth over conflicts between
members; reduce tension and help
resolve differences
Seek information to clarify tasks,
responsibilities, and suggestions
Be friendly and supportive of others;
show concern for members’ needs and
feelings
Summarize ideas and facts related to
the problem at hand
Maintain standards of behavior and
remind others of agreed-upon norms
and standards for interaction
Energize others and stimulate the
team to action
Seek to identify problems with team
interactions or dysfunctional member
behavior; ask for others’ perceptions
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Virtual Team
A team made up of geographically or
organizationally dispersed members
who share a common purpose and
are linked primarily through advanced
information technologies
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Ex. 10.5 Differences Between
Conventional, Virtual, and Global
Teams
Type of
Team
Spatial
Distance
Communications
Member
Cultures
Leader
Challenge
Conventional
Colocated
Face to face
Same
High
Virtual
Scattered
Mediated
Same
Higher
Global
Widely
scattered
Mediated
Different
Very high
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Global Teams
Teams made up of culturally diverse
members who live and work in
different countries and coordinate
some part of their activities on a global
basis
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Ex. 10.6 A Model of Styles to
Handle Conflict
Assertive
.Competing
.
Assertiveness
Compromising
(Attempting to
satisfy one’s own
concerns)
Unassertive
.
Collaborating
.
Avoiding
Accommodating
Uncooperative
.
Cooperative
Cooperativeness
(Attempting to satisfy
the other party’s
concerns)
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