Work TeamsMOON LANDING SURVIVAL EXERCISE THE SITUATIONThe Need for TeamsTypes of TeamsChallenges of Working in GroupsStaffing Effective TeamsInteraction of Personality, Competence, and Self-EsteemInteraction of Neuroticism, Competence, Forming and FeedbackSlide 9Managing Key Team ProcessesFormal Team LeadershipSlide 12Contextual Factors to Support Team Leadership Development:Contextual Factors to Support Team Leadership DevelopmentSlide 15Elements of Group StructureSlide 17Distributed Actions Theory of LeadershipSlide 19Stages of Group DevelopmentCharacteristics of Effective Work TeamsGuidelines for Effective GroupsWork TeamsMOON LANDING SURVIVAL EXERCISETHE SITUATIONThe year is 2040. You are a member of a space crew that was to rendezvous with the mother ship on the lighted surface of the moon. You experienced mechanical difficulties and your ship was forced to land about 200 miles from the point you were to be. During re-entry and landing, much of the equipment on your ship was damaged. Your survival depends on you reaching the mother ship. You will need to survey what is left that is useable and determine the most critical undamaged items that you will take for the 200 mile trip. Your task is to look over the useable, undamaged items left on your ship, and rank them in order of their importance for your crew and their ability to help you reach the mother ship. Rank them starting with 1 for the most important and ending with 15 for the least important.The Need for TeamsIncreased amount of information and specializationMore educated workforceNeed for new approach to managementIncreased rate of change in environment and jobsTypes of TeamsLarson and La Fasto (1989)Problem-solving teamsCreative teamsTactical teamsAd hoc teamChallenges of Working in GroupsSocial LoafingFree RidingExtreme DecisionsGroupthinkDestructive ConflictLack of Proximity (virtual teams)Staffing Effective TeamsAbility-based selectionGain group acceptance Increase group cohesionBe aware of the group consciousnessShare the group identificationImpression managementPersonality-based selectionExtraversion (influence)Conscientiousness (performance)Agreeableness (interpersonal skills)General mental abilityInteraction of Personality, Competence, and Self-EsteemInteraction of Neuroticism, Competence, Forming and FeedbackInteraction of Neuroticism, Competence, Forming and FeedbackManaging Key Team ProcessesShared Mental ModelsSimilarity in how team members understand and try to solve problemsDecision MakingTeam informityStaff validityMember sensitivityInterpersonal ProcessesLeadershipLMMMMM MMMMMMMLFormal Team LeadershipA.B.David V. DaySingapore Management UniversityLMMMMM MMMMMMMFormal Team LeadershipInformal Adaptive Team LeadershipDavid V. DaySingapore Management UniversityContextual Factors to Support Team Leadership Development:Internal(a) Psychological Safety(b) Learning Orientation(c) Low Power DistanceExternala) Autonomyb) Supportc) Leadership MindsetMMMMMMInformal Adaptive Team LeadershipDavid V. DaySingapore Management UniversityContextual Factors to Support Team Leadership DevelopmentINTERNALUnsafe to take risks Interpersonally safeNo learning focus Learning focusedHierarchical/authoritarian EgalitarianEXTERNALDependent AutonomousScarce resources Plentiful resourcesIndividual leader Collective leadershipDavid V. DaySingapore Management UniversityContextual Factors to Support Team Leadership DevelopmentINTERNALUnsafe to take risks Interpersonally safeNo learning focus Learning focusedHierarchical/authoritarian EgalitarianEXTERNALDependent AutonomousScarce resources Plentiful resourcesIndividual leader Collective leadershipDavid V. DaySingapore Management UniversityElements of Group StructureNorms - implicit or explicit rules that regulate the behavior of group members. Prescriptive - tell members how to behave.Proscriptive - tell members how NOT to behave.Cohesiveness - “forces” that bind group members togetherTask CohesionInterpersonal cohesionElements of Group StructureGoal - a desired state of affairsMust be SMARTMust be operationalMust be acceptedLeadership - differentiation of function within groups.Task-oriented leadership - focus on getting the group’s job done.Relations-oriented leadership - focus on reducing interpersonal friction and maintaining good relationships within the group.Distributed Actions Theory of LeadershipGoal-oriented Actions (Task)Information and Opinion GiverInformation and Opinion SeekerDirection and Role DefinerSummarizerEnergizerComprehension CheckerDistributed Actions Theory of LeadershipRelationship-oriented Actions (Maintenance)Participation EncouragerCommunication FacilitatorTension RelieverProcess ObserverInterpersonal Problem SolverSupporter and PraiserStages of Group DevelopmentStage 1 Forming - Members focus on each other, being accepted, learning more about the group.Stage 5 Adjourning - Groups disband and focus on closure.Stage 4 Performing - Group focuses on accomplishing taskStage 3 Norming - Members develop shared expectations aboutgroup member’s behavior.Stage 2 Storming - Members struggle for leadership, confront the issue of how much individuality to relinquish to belong to group.Characteristics of Effective Work TeamsInformal, relaxed atmosphereLot of “on-task” discussion (all members participate)Well-defined tasks or objectivesGroup members listen to one anotherThere IS disagreementCriticism is frequent, frank, comfortable and constructiveIdeas and feelings are freely expressedClear assignments are made and acceptedGroup leadership shifts to members from time to timeThe group is aware of how it is operatingFrom Douglas McGregor, The Human Side of Enterprise, pp. 232-235. Copyright © 1960Guidelines for Effective GroupsEstablish clear, operational, relevant group goalsEstablish effective two-way communicationEnsure that leadership and participation are distributed among all group membersEnsure power is distributed and influence tactics vary to fit the situationEnsure decisions are made using the appropriate methodEncourage structured controversies to facilitate creativityEnsure conflict of interests are addressed and resolved constructivelyAdapted from Johnson, D.W. & Johnson, F. P. (2000) Joining Together: Group Theory and Group Skills , p.