Team LeadershipLearning OutcomesLearning Outcomes (cont’d)Group versus TeamGroups versus TeamsPowerPoint PresentationGroup Performance ModelGroup TypesGroup Types (cont’d)Functional and Cross-Functional GroupsGroup Structure DimensionsGroup ProcessGroup Process (cont’d)Slide 14Slide 15Slide 16Slide 17Slide 18Group Process DimensionsGroup Development Stages and LeadershipMeeting Leadership SkillsMeeting Leadership Skills (cont’d)Slide 23PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookTeam LeadershipTeam LeadershipTeam LeadershipTeam LeadershipChapter 10Chapter 10Chapter 10Chapter 10Copyright Copyright © © 2003 South-Western/Thomson Learning. All rights reserved.2003 South-Western/Thomson Learning. All rights reserved.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–2Learning OutcomesLearning OutcomesCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–3Learning Outcomes (cont’d)Learning Outcomes (cont’d)Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–4Group versus TeamGroup versus Team•Group–Two or more members with a clear leader who perform independent jobs with individual accountability, evaluation, and rewards.•Team–A small number of members with shared leadership who perform interdependent jobs with both individual and group accountability, evaluation, and rewards.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–5Groups versus TeamsGroups versus TeamsExhibit 10–1Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–6Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–7Group Performance ModelGroup Performance ModelExhibit –2==Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–8Group TypesGroup Types•Formal–Recognized (and established) by the organization.•Informal–Self-formed, not officially recognized by the organization.•Functional Groups–Members from a limited organizational area.•Cross-Functional Groups–Members from different organizational areas and/or levels.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–9Group Types (cont’d)Group Types (cont’d)•Command–Consists of managers and their employees.•Task Groups–Consists of employees selected to work on a specific objective.•Task Force–Temporary group formed for a specific purpose.•Standing Committee–A permanent group that works on continuing organizational issues.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–10Functional and Cross-Functional GroupsFunctional and Cross-Functional GroupsExhibit 10–3Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–11Group Structure DimensionsGroup Structure DimensionsExhibit 10–4The arrows indicate the effect (or systems interrelationship) each dimension has on the others.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–12Group ProcessGroup Process•Group Process–Refers to the patterns of interaction that emerge as members perform their jobs.•Group Process Dimensions–Include roles, norms, cohesiveness, status, decision making, and conflict resolution.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–13Group Process (cont’d)Group Process (cont’d)•Group Roles–Task roles•Do and say things that directly aid the accomplishment of the group’s objectives.–Maintenance roles•Do and say things to develop and sustain the group process.–Self-interest roles•Do and say things to hurt the group and help the individual.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–14Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–15Group Process (cont’d)Group Process (cont’d)•Group Norms–The group’s shared expectations of its members’ behavior.–Norms develop spontaneously through the interactions of group members.–Compliance with norms is enforced by the group.–Leaders should work toward maintaining and developing positive norms.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–16Group Process (cont’d)Group Process (cont’d)•Group Cohesiveness–The extent to which members stick together.–Factors positively influencing cohesiveness:•Agreement with and commitment to objectives•Small size•Homogeneity among group members•Equal member participation•Focus on external competition•A successful groupCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–17Group Process (cont’d)Group Process (cont’d)•Status within the Group–Status is the perceived ranking of one member relative to other members in the group.•Based on performance, job title, wage or salary, seniority, knowledge or expertise, interpersonal skills.–High status members have a strong influence on the group and its performance.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–18Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–19Group Process DimensionsGroup Process DimensionsExhibit 10–5Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–20Group Development Stages and LeadershipGroup Development Stages and LeadershipExhibit 10–6Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–21Meeting Leadership SkillsMeeting Leadership Skills•Planning Meetings–Objectives–Participants and Assignments–Agenda–Date, Place and Time–Leadership–Technology•Conducting Meetings–Three Parts of Meetings•Identify Objectives•Cover agenda items•Summarize and review assignmentsCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10–22Meeting Leadership Skills (cont’d)Meeting Leadership Skills (cont’d)•Handling Problem Members–Silent–Talker–Wanderer–Bored–ArguerCopyright © 2003 by South-Western/Thomson Learning. All rights reserved.