Matakuliah
Tahun
Versi
: MPG09344-010 / Leadership and Organisation
: 2005
: versi/revisi 0
Pertemuan 21
(Off-Class)
Leadership in Teams and Decision
Groups
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Learning Outcomes
After studying these chapters students should be able to:
• Understand the process that determine how well a group performs
an operational task.
• Understand the different types of teams that are commonly used in
organizations and their implications for leadership.
• Understand how leadership is shared in self-managed teams and
the conditions that make these teams more effective.
• Understand the advantages of cross-functional teams and the
difficulties confronting leaders of these teams.
• Understand procedures to facilitate team learning and procedures to
build trust and cooperation among team members.
• Understand why some groups make better decisions than others.
• Understand the primary leadership functions in decision groups
• Understand procedures for leading successful meetings.
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Outline Materi
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Nature of Teams
Functional Teams
Cross-Functional Teams
Self-Managed Work Teams
Self-Defining Teams
Virtual Teams
Procedures for facilitating Team Learning
Guidelines for Team Building
Decision Making in Groups
Leadership Functions in Meetings
Guidelines for Leading Meetings
Summary
Cases
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Leadership in Teams and
Decision Groups
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Nature of Teams
• Different types of teams
– Functional operating teams
– Cross-functional teams
– Self-managed teams
– Self-defining teams
– Executive teams
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Functional Teams
• Leadership in functional teams
• Alignment and task commitment
• Member skills and role clarity performance
strategies
• Mutual trust and cooperation
• Resources and political support
• External coordination and adaptation
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Cross-Functional Teams
• Potential benefits
• Leadership challenges
• Leadership skills and behaviors
– Technical expertise
– Administrative skills
– Interpersonal skills
– Cognitive skills
– Political skills
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• Leadership behaviors in cross-functional
teams
– Envisioning
– Organizing
– Social integrating
– External spanning
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Self-managed work teams
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Potential advantages
Internal leadership roles
External leadership role
Research on self-managed teams
Facilitating conditions for self-managed
teams
– Clearly defined objectives
– Complex and meaningful task
– Small size and stable membership
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– Substantial authority and discretion
– Access to information
– Appropriate recognition and rewards
– Strong support by top management
– Adequate interpersonal skills
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Self-defining teams
• The form of team with the greatest amount
of autonomy
• Self-defining teams and Distributed
leadership
• Problems with self-defining teams
• Cases : Moosewood and Gore
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Virtual Teams
• The members are
geographically
separated and they
seldom meet face-toface.
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