MSc/ PG Diploma in Construction Management
Leadership and Teamwork
By Professor Simon Burtonshaw-Gunn – licensed under the Creative Commons Attribution – NonCommercial – Share Alike License
http://creativecommons.org/licenses/by-nc-sa/2.5/
MSc/ PG Diploma in Construction Management
School of the Built Environment
MSc Construction Management
People Management in the Built Environment
Presentation 3: Team Management
Professor Simon Burtonshaw-Gunn
MSc/ PG Diploma in Construction Management
Presentation content . . .
Presentation 3: Team Management
• Team Building
• Team lifecycle
• Team Roles
• Team Development
• Problems
• Team Leadership
• Team Meetings
MSc/ PG Diploma in Construction Management
Team building . . .
Team building is concerned with improving performance and results
Making greater use of both individual and team strengths - not simply
concentrating on weaknesses
Resolving problems about which something can and must be done and
which are within the responsibilities of the team involved
MSc/ PG Diploma in Construction Management
Team building . . .
What do you think Team Building needs to consider . . . .
MSc/ PG Diploma in Construction Management
Team building . . .
It is suggested that Team Building needs to consider . . . .
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Leadership
Membership
Climate
Objective
Achievement
Work Methods
Communications
Individuals
Creativity
Interpersonal relations
Review and Control
MSc/ PG Diploma in Construction Management
Team building . . .
Team building characteristics
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Regular working sessions
Tackling own problems
Tackling root causes
Openness, honesty and risk taking
Action-orientation-commitment to decisions
Individuals put in time and effort
Leader accepts feedback
Development of interpersonal skills
Programme unique to team
MSc/ PG Diploma in Construction Management
Team building . . .
A move from a typical work team to an effective team is not difficult to
build.
It requires four ingredients to build a
team:
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Belief
Knowledge
Skill
Experience
MSc/ PG Diploma in Construction Management
Team building . . .
Belief - That the team can work together
Commitment to each other (this has to come from the team)
Knowledge - About how teams work
Team characteristics
About team leadership
Skill - From the application of knowledge
Reflecting on experience
Through joint decision making and problem solving
Experience - Knowing the team’s strengths and weaknesses
Where to develop new skills to support the team
Respecting individual contributions
MSc/ PG Diploma in Construction Management
Team building . . .
Working in teams can release creative energy
Communication in effective teams is genuinely interactive with people
building on one another’s suggestions and adding fresh perspectives
Working in a team can mean people enjoy work more - a sense of
belonging
Sometimes teamworking is the ONLY way to do a job
. . . . As neither the concert nor the football match
can be performed without teamwork
MSc/ PG Diploma in Construction Management
Team Life Cycle . . .
The original model published in 1965 by Dr Bruce Tuckman in the article
‘Development sequences in small groups’ (Psychological Bulletin Volume 63,
Number 6) only covered the first four of these stages. He added the fifth
stage in the 1970s.
Stage 4: Teamworking is mature
‘Performing’
Concerned with achieving goals
Stage 3: Teamworking is ‘Norming’
Group help is widespread
Concern is how individuals can help
the group
Stage 2: Team is experimenting
‘Storming’
Concerned with have we work together
Stage 1: Teamworking is underdeveloped
‘Forming’
Concerned with who fits where
Stage 5: Team is
ending
‘Mourning’
Concerned with
breaking up and
moving on to new
tasks
MSc/ PG Diploma in Construction Management
Team Life Cycle . . .
Stage 4: Teamworking is mature ‘Performing’
Concerned with achieving goals
Stage 3: Teamworking is ‘Norming’
Group help is widespread
Concern is how individuals can help the group
Stage 2: Team is experimenting ‘Storming’
Concerned with have we work together
Stage 5: Team is
ending ‘Mourning’
Concerned with
breaking up and
moving on to new
tasks
Stage 1: Teamworking is underdeveloped ‘Forming’
Concerned with who fits where
Stage 1 signs may include:
• self conscious politeness
• embarrassment
• enthusiasm
• stilted conversation
• not much progress yet
Stage 3 signs may include:
•shared leadership
•preparedness to change
•active participation by all
•mutual problem solving
•open exchange of ideas
Stage 2 signs may include:
•conflict
•lively debate and discussion
•trying out ways of working
•thinks beginning to be achieved
Stage 4 signs may include:
•relaxed, purposeful
atmosphere
•feelings of confidence
•most talk being about the
job
•goals being achieved
Stage 5 signs may
include:
•tidying up loose ends
•celebrating achievement
•feelings of sadness
•planning for new teams
saying good-byes
From Bruce W Tuckman and M A C Jenson ’Development sequences in small groups’, Psychological Bulletin Volume 63, Number 6, 1977.
The American Psychological Association.
MSc/ PG Diploma in Construction Management
Team roles . . .
From Dr Meridith Belbin . . . .
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Plant
Resource Investigator
Co-ordinator (Chairman)
Shaper
Monitor - Evaluator
Team worker
Implementer (Company Worker)
Completer - Finisher
Specialist
See handout on Belbin’s role and questionnaire
MSc/ PG Diploma in Construction Management
Team roles . . .
From Dr Meridith Belbin and the questionnaire . . . .
How did you score and what do you think about the results?
How could you make use of this information?
Normally we do not have the luxury of forming our workteams –
do you think that this information is useful is forming teams?
MSc/ PG Diploma in Construction Management
Team roles . . .
Action Oriented Roles
People Oriented Roles
Thought Oriented Roles
Shaper
Challenges the team to improve.
Implementer
Puts ideas into action.
Completer Finisher
Ensures thorough, timely
completion.
Coordinator
Acts as a chairperson.
Team Worker
Encourages cooperation.
Resource Investigator
Explores outside opportunities.
Plant
Presents new ideas and approaches.
Monitor-Evaluator
Analyzes the options.
Specialist
Provides specialized skills.
MSc/ PG Diploma in Construction Management
Team problems . . .
Sometimes there is a problem with Teamworking
This may be because too much time and energy spent improving
communication and interactive skills - works suffers as a consequence.
Particular individuals are embarrassed or marginalised because they find
teamworking difficult to their natural style.
MSc/ PG Diploma in Construction Management
Working as a team – checklist:
Does your team . . .
• Know where its going? – this week, this year?
• And does it communicate this direction?
• Communicate on a two-way basis?
• Do members have opportunity to suggest alternatives?
• Use emotions well?
• Are people praised for good work? Is it capable of telling off poor
performers?
• Avoid negative use of emotions?
• Do people work in a constant mood of fear and depression?
• Have a clear set of standards?
• Are people who fail brought back on track?
MSc/ PG Diploma in Construction Management
Working as a team – checklist:
Does the whole team . . .
• Accept its standards as being not too high or too low?
• Have an effective hierarchy and an effective distribution of work?
• Freely discuss individual strengths and weaknesses without fear or
recrimination?
• Know each other better than superficially?
• Plan successfully?
• Feel in control of its destiny?
.
MSc/ PG Diploma in Construction Management
Working as a team – checklist:
Does the whole team . . .
• Make the best use of resources – people, equipment, and budget?
• Have an identity?
• Complain and moan too much?
• Have a method for resolving disagreements?
• Put emphasis on results?
• Enjoy itself?
MSc/ PG Diploma in Construction Management
Team Leadership . . .
A Working Definition Of Leadership
• Leadership is the knowledge of and the ability to respond to
group needs, task needs and individual needs.
• Leadership is influencing people to practice and work more
efficiently in groups and one-to-one situations
MSc/ PG Diploma in Construction Management
Team Leadership . . .
A good Team Leader is . . .
• Responsible for organizing the team to meet its goals
• Responsible for the quality of the team’s output
• Responsible for developing the team
• Responsible for the interface between the team and the organization
MSc/ PG Diploma in Construction Management
Team Leadership . . .
The leadership task is to effectively undertake three inter-related activities, in
John Adair's Action-Centred Leadership model this is represented by three
circles representing Adair's identified three core management responsibilities:
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achieving the task;
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building and managing the team or
group
Individual
and finally,
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managing the work and development
of individuals.
Maximizing the overlap between these
increases leadership efficiency and
performance.
Team
Task
MSc/ PG Diploma in Construction Management
Team Leadership . . .
In order to be clear about the three sets of questions below need to be
addressed:
Task
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What steps need to be taken to achieve the task?
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What processes might you need to follow to achieve the task?
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What does the task need from the individual and the team?
Individual
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In order to participate fully, what do you need for yourself?
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What could further your development within the task and the team?
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What does the individual need from the task and the team?
Team
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What processes help the team development?
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What culture would most benefit the team?
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What does the team need from the individual and the task?
MSc/ PG Diploma in Construction Management
Team Leadership . . .
John Adair’s Action Centred Leadership model, here the elements
are shown with respect to the demands on the Team Leader
Team Leadership skills are . . .
Developing the
Individual
Building and
maintaining
the Team
Achieving
the Task
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Communication
Planning
Organizing
Coaching
Persuading
Negotiating
MSc/ PG Diploma in Construction Management
Team Leadership . . .
In addition it is possible to link John Adair’s Action Centred
Leadership model with Bruce Tuckman’s team development stages
as seen on the next slide.
Developing the
Individual
Building and
maintaining
the Team
Achieving
the Task
Stage 4: Teamworking is mature ‘Performing’
Concerned with achieving goals
Stage 3: Teamworking is ‘Norming’
Group help is widespread
Concern is how individuals can help the group
Stage 2: Team is experimenting ‘Storming’
Concerned with have we work together
Stage 1: Teamworking is underdeveloped ‘Forming’
Concerned with who fits where
Stage 5: Team is
ending ‘Mourning’
Concerned with
breaking up and
moving on to new
tasks
MSc/ PG Diploma in Construction Management
Team Leadership . . .
Relationship
Performing
Task
Forming
Norming
Team
Individual
Mourning
Storming
Time
MSc/ PG Diploma in Construction Management
Team Leadership . . .
Key Actions
Task
Team
Individual
Define
Objectives
Identify Task and
Constraints
Involve Team
Share Commitment
Clarify Objectives
Gain Acceptance
Plan
Establish Priorities
Check Resources
Decide
Set Standards
Consult
Encourage Ideas & Actions
Develop Suggestions
Structure
Asses Skills
Set Targets
Delegate
Brief
Brief the Team
Check Understanding
Answer Questions
Obtain Feedback
Listen
Enthuse
Support and
Monitor
Report Progress
Maintain Standards
Discipline
Co-ordinate
Reconcile Conflict
Evaluate
Summarise Progress
Review Objectives
Replan if Necessary
Recognise Success
Learn from Failure
Advise
Assist / Reassure
Recognise Effort
Counsel
Asses Performance
Appraise
Guide and Train
MSc/ PG Diploma in Construction Management
Team Leadership style . . .
Research into teams shows that there are a number of broad leadership
styles.
BUT . . .
MSc/ PG Diploma in Construction Management
Team Leadership style . . .
The ideal Leadership style is whatever
works best for your team
MSc/ PG Diploma in Construction Management
Team Leadership style . . .
HIGH
S
U
P
P
O
R
T
I
V
E
Supporting
Coaching
Delegating
Directing
B
E
H
A
V
I
O
U
R
LOW
LOW
DIRECTIVE BEHAVIOUR
HIGH
Hersey and Blanchard model on Teamwork and Leadership, from 1969
MSc/ PG Diploma in Construction Management
Team Leadership style . . .
Directive Style
• Team leader has high level of interaction with the team
• Most communication from the team leader is giving information and
directions
• Team leader chairs meetings, allocates work, is the main source of
feedback for the team
• Team members respect and rely on leader
MSc/ PG Diploma in Construction Management
Team Leadership style . . .
Delegating Style
• Team leader has low level of interaction with the team
• Most communication from the team leader is responding to proposals
and suggestions from the team
• Team members chair meetings, allocates work, give one another
feedback and seek feedback directly from outside the team
• Team members feel respected by leader
MSc/ PG Diploma in Construction Management
Team Leadership style . . .
Supportive Style
• Team leader has high level of interaction with the team
• Most communication from the team leader is positive feedback and
emotional support, leader will protect them from attach and any
criticism of the teams performance
• Team members chair meetings, although leader may take over on
these functions if others are too busy or pressured
• Team members trust the leader
MSc/ PG Diploma in Construction Management
Team Leadership style . . .
Coaching Style
• Leader takes a high level of interest in the development needs of the
team and its members, identifying opportunities to help members
realise their own ambitions
• Communication from the team leader is often to the individual, with
support for new learning opportunities and experiences. The leader
will protect the individuals from attach and any criticism of the their
performance
• The Team leader will encourage members to participate in meetings.
MSc/ PG Diploma in Construction Management
Team Meetings . . .
Meetings can be a major cost to the organisation and a major
context for decision making, interpersonal influencing and team
collaboration.
Regular team meetings have particular purposes, over and above
problem-solving and decision making on any particular work.
related issue –
• They provide an opportunity to review team performance
• They reinforce the teams sense of itself as a team
• They allow for goal reinforcement, progress feedback and
information sharing
• They allow for all-member involvement and development in team
decision making
• They allow for informal communication
MSc/ PG Diploma in Construction Management
Team Meetings . . .
The Five P’s . . .
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Purpose
Participants
Planning
Process
Perspective
MSc/ PG Diploma in Construction Management
School of the Built Environment
MSc Construction Management
People Management in the Built Environment
Presentation 3: Team Management
Professor Simon Burtonshaw-Gunn