Chapter 1 The Meaning and Relevance of Leadership

Chapter 6Enhancing Teamwork within the GroupPRINCIPLES OF LEADERSHIPAndrew J. DuBrin, 7th Edition#Learning ObjectivesUnderstand the leaders role in a team-based organization.Describe leader actions that foster teamwork.Explain the potential contribution of outdoor training to the development of team leadership.Describe how the leader-member exchange model contributes to an understanding of leadership.Teams and TeamworkTeamWork group that must rely on collaboration of each member to experience optimum success and achievement.

TeamworkWork down with an understanding and commitment to group goals on the part of all team members.

Developing teamwork is such an important leadership role that team building is said to differentiate successful from unsuccessful leaders.Distinguishing Between Teams and GroupsTeamsCharacterized by a common commitmentShared leadership rolesAccomplishes many collective work productsIncludes individual & mutual accountabilityProduce collective work productTeam leader encourages open-ended discussions and active problem-solvingTeam members discuss, decide, and do real work togetherGroupsMay not have a strong commitmentMembers tend to work slightly more independentlyMembers have a strong leaderEmphasizes individual accountabilitySometimes produce individual work productsGroup leader runs an efficient meetingMore likely to discuss, divide, and delegate

The Leaders Role in the Team-Based Organization Team-based organizations need leaders who are knowledgeable in the team process and can help with the interpersonal demands of teams.Key roles of a team-based leader:Building trust and inspiring teamworkCoaching team members and group members toward higher levels of performanceFacilitating and supporting the teams decisionsExpanding the teams capabilitiesCreating a team identityAnticipating and influencing changeInspiring the team toward higher levels of performanceEnabling and empowering group members to accomplish their workEncouraging team members to eliminate low-value workFostering TeamworkLeaders PersonalityInspiring, Charm, Charisma, Personal Magnetism

Informal TechniquesUsing the Leaders Resources

Formal TechniquesRequires Organizational Structures and PoliciesTeamwork Actions Leaders Can Take Using Their Own ResourcesDefining team missionEstablishing a climate of trustDevelop a norm of teamwork, including emotional intelligenceEmphasize pride in being outstandingServe as a model of teamwork, including power sharingUse a consensus leadership styleEstablish urgency, demand performance standards, and provide directionEncourage cooperation with another groupEncourage use of jargonMinimize micro managingPractice e-leadership for virtual teams1. Defining the Teams Mission. A starting point in developing teamwork is to specify the teams mission. The mission should contain a specific goal, purpose, and philosophical tone. An example: To plan and implement new manufacturing approaches to enhance our performance image and bolster our competitive edge. 8To help implement the mission, it is helpful for the leader to define the team tasks, or to work with the group in defining these tasks. Team members can then identify the subtask for which each member has responsibility.

92. Establishing a Climate of Trust. Without team members trusting each other, and trusting the leader, working together cooperatively is unlikely. 103. Developing a Norm of Teamwork and Emotional Intelligence. promote the attitude among group members that working together is an expected standard of conduct. The leader can also communicate the norm of teamwork by frequently using words and phrases that support teamwork. 11a. Cooperation Theory. A belief in cooperation and collaboration rather than competitiveness as a strategy for building teamwork is called cooperation theory. Individuals who are accustomed to competing with one another for recognition, salary increase, and resources must now collaborat 12Group Emotional Intelligence. The leaders role in developing a norm of teamwork can also be framed as the leader helping the group develop emotional intelligence. The leader creates norms that establish mutual trust among members. A group identity and group efficacy (feelings of competence) also help build emotional intelligence. Bringing emotions to the surface also helps. 134. Emphasizing Pride in Being Outstanding. A standard way of building team spirit, if not teamwork, is to help the group realize why it should be proud of its accomplishments. Most groups are particularly good at some task. 145. Serving as a Model of Teamwork Including Power Sharing. A powerful method of fostering teamwork is for the leader to be a positive model of team play. One way of exemplifying teamwork is for the leader to reveal important information about ideas and attitudes relevant to the groups work. 15Frequent interaction with the team also helps. Sharing power improves teamwork because a good team player avoids hogging power and making all the decisions. Exerting power gives team members a feeling of being a major contributor to the team effort.

166. Using a Consensus Leadership Style. Consensus decision making enhances teamwork. Contributing input to important decisions helps foster the feeling among group members that they are valuable team members. The consensus leadership style reflects a belief in shared governance and partnership instead of patriarchal caretaking. 17Generation X managers are likely to practice consensus leadership because they are good at collaboration and consensus building.

187. Establishing Urgency, Demanding Performance Standards, and Providing Direction. Team members need to believe that the team has urgent, constructive purposes. The more urgent and relevant the rationale for the teams purpose, the more likely it is that the team will achieve its potential. To help establish urgency, it is helpful for the leader to challenge the group regularly. 198. Encouraging Competition with Another Group. One of the best-known methods of en-couraging teamwork is to rally the group against a real or imagined threat from the outside. The leader should encourage rivalry, not intense competition that might lead to unethical business practices. 209. Encouraging the Use of Jargon. The symbolic and ritualistic framework of a group contributes heavily to teamwork. An important part of this framework is a specialized language that fosters cohesion and commitment. 2110.Minimizing Micromanagement. A strategic perspective on encouraging teamwork is for the leader to minimize micromanagement, the close monitoring of most aspects of group members activities. Avoiding micromanagement facilitates empowerment. 22The contingency leader recognizes the fine line between avoiding micromanagement and not providing the guidance and accountability that team members may need to function well as a unit.

2311. Practicing E-Leadership for Virtual Teams. E-leadership is a form of leadership practiced in a context where work is mediated by information technology. The focus of leadership shifts from individuals to networks of relationships because the Internet facilitates connecting so many people. 24An example of e-leadership to facilitate teamwork would be establishing chat rooms to solicit opinions from members of a cross-border virtual team before reaching a final decision.

25Teamwork Actions Generally Requiring Organization Structure or Policy1. Designing Physical Structures That Facilitate Communication. Group cohesiveness, and therefore teamwork, is enhanced when team members are located close together and can interact frequently and easily. A shared physical facility also helps. 272. Emphasizing Group Recognition and Rewards. Giving rewards for group accomplishment reinforces teamwork because people receive rewards for what they have accomplished collaboratively. Methods of team recognition include celebrations of milestones, painting equipment in team colors, and a Team-of-the-Month award. 283. Initiating Ritual and Ceremony. Ritual and ceremony afford opportunities for reinforcing values, revitalizing spirit, and bonding workers to one another and the teams. An example is holding a team dinner whenever the group achieves a major milestone, such as winning bid on a contract. 294. Practicing Open-Book Management. In open-book management every employee is trained, empowered, and motivated to understand and pursue the companys business goals. In this way the employees become business partners, and they perceive themselves to be members of the same team. 305. Selecting Team-Oriented Members. A heavy-impact method of building teamwork is to select team members who are interested in and capable of teamwork. A starting point is self-selection. Many managers believe that individuals who participate in team sports, now, or in the past, are likely to be good team players on the job. 316. Using Technology That Enhances Teamwork. Workers can collaborate better when they use information technology that fosters collaboration, often referred to as groupware. Social networking might be regarded as the most far-reaching technology for enhancing teamwork because so many workers can exchange information with each other, and thereby collaborate more extensively. The social media are good for knowledge transfer which enhances collaboration. 327. Blend Representatives from the Domestic Company and Foreign Nationals On the Team. The fact or working with people from your own country, as well as a representative from the country of company headquarters often enhances teamwork. 33Offsite Training & Team DevelopmentOutdoor TrainingParticipation in experiential activities aimed at building teamwork and leadership skillsParticipants acquire leadership and teamwork skills by confronting physical challenges and exceeding their self-imposed limitations.Emphasis is typically on building not only teamwork but also self-confidence for leadership.

Outdoor training enhances teamwork by helping participants examine the process of getting things done through working with people.

Offsite Training & Team DevelopmentOutdoor TrainingPros:Perception that trust, cooperation, communication, self-confidence, and teamwork improve with outdoor training.Cons:Perception that team members revert to old behaviors over time, team members come and go, thereby diluting the experience for their group, and team members are sometimes exposed to harm or injury.

The Leader-Member Exchange Model & Teamwork (LMX)Proposes that leaders develop unique working relationships with group members.

The Leader-Member Exchange Model & Teamwork (LMX)In-GroupGiven additional rewards, responsibility, and trust in exchange for their loyalty and performance.Leader has a good relationship with in-group members.Becomes part of a smoothly functioning team headed by the formal leader.Group members tend to have a higher level of performance and commitment.Group members are asked to participate.

Out-GroupTreated in accordance with a more formal understanding of leader-group member relations.Less likely to experience good teamwork.Group members are treated like hired hands.Group members receive little warmth or encouragement.

SummaryTeamwork is an understanding of and commitment to group goals on the part of all group members.Leaders must occupy many roles and employ many strategies (actions) to be an effective team builder.Leaders can foster and improve teamwork through actions using their own resources and through actions relying on organizational structures and policy.Outdoor training is a popular experiential approach to enhance teamwork; however, opinions about its effectiveness are mixed.According to the Leader-Member Exchange Model, leaders develop unique relationships with group members that result in an in-group and and out-group.The leaders first impression of a group members competency plays an important role in placing that person into the in-group or the out-group.

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