Team Dynamics and Leadership

1
Team Dynamics and Leadership

• Chapter 11

2
Learning Objectives

• Explain the six components of team dynamics and
  how they affect team performance.
• Describe the five stages of a teams development.
  
• Explain the four situational supervisory styles
  to use with a group, based on its stage of
  development.
• Explain how to plan for and conduct effective
  meetings.
• Identify five problem members and explain how to
  handle them so they do not have a negative effect
  on your meetings.

3
Team Performance Model Components

• Team structure components that affect performance
  as well as dynamics and development include
• Type of group
• Leadership
• Composition
• Problem solving and decision making
• Conflict

4
Team Dynamics

• Team dynamics are the patterns of interactions
  that emerge as groups develop.
• Objectives
• Teams must agree on clear objectives.
• Size
• The ideal team size varies, depending on the
  teams purpose.
• Norms are the groups shared expectations of its
  members behavior.
• Team norms develop spontaneously as group members
  interact.

5
Team Dynamics

• Cohesiveness is the attractiveness and closeness
  group members have for themselves and the group.
  Factors influencing cohesiveness include
• Objectives
• Size
• Homogeneity
• Participation
• Competition
• Success

6
Team Dynamics

• Status within the team is the perceived ranking
  or one member relative to other members of the
  group.
• High status confers a high degree of influence on
  the group.

7
Group Roles

• Roles shared expectations of how group members
  will fulfill the requirements of their position.
• Task roles the things group members do and say
  that directly aid in the accomplishment of its
  objective (s).
• Maintenance roles the things group members do
  and say to develop and sustain group dynamics.
• Self-interest roles the things members do and
  say in order to meet their own needs/objectives
  at the expense of the team.

8
Task Roles

• Objective clarifiers
• Role is to be sure everyone understands the
  objective.
• Planners
• Role is to determine how the objective will be
  met.
• Organizers
• Role is to assign and coordinate the resources.

9
Task Roles

• Leaders
• Role is to influence members through direction as
  the task is performed.
• Controllers
• Role is to take corrective action to ensure the
  objective is achieved.

10
Maintenance Roles

• Formers
• Role is to get the members involved and committed
  to the group.
• Consensus seekers
• Role is to get members input and agreement on
  group decisions.
• Harmonizers
• Role is to help members resolve conflicts so that
  they do not interfere with group performance.

11
Maintenance Roles

• Gatekeepers
• Role is to see that appropriate norms are
  developed and enforced.
• Encouragers
• Role is to be supportive, friendly, and
  responsive to the needs of the members.
• Compromisers
• Role is to modify or to get others to modify
  their positions in the interest of cohesiveness.

12
Team Development Stages

• Stage 1. Orientation
• Low development level (D1)
• High commitment
• Low competence
• Anxiety
• Stage 2. Dissatisfaction
• Moderate development level (D2)
• Lower commitment
• Some competence
• Frustration

13
Team Development Stages

• Stage 3. Resolution
• High development level (D3)
• Variable commitment
• High competence
• Improved satisfaction

14
Team Development Stages

• Stage 4. Production
• Outstanding development level (D4)
• High commitment
• High competence
• Satisfaction
• Stage 5. Termination
• Same as reorganization in functional groups
• If full development has occurred, sadness is
  experienced.
• If team has not developed, relief is often felt.

15
Team Development Stages
16
Group Situational Supervision

• Group Development Stage (D) Supervisory
  Styles/Roles (S)

17
Meeting Leadership Skills ltPlanning Meetingsgt

• Objectives
• Idea and purpose of the meeting
• Participants and assignments
• Who should attend
• Advance preparation, if any
• Agenda
• Necessary activities
• Prioritize
• Date, Time, and Place
• Optimal time of day
• Maximum length of meeting
• Logistics and technology

• Leadership
• Awareness of groups developmental stage
• Written plan
• Advance distribution to attendees of the four
  items listed above

18
Meeting Leadership Skills ltConducting Meetingsgt

• The first meeting
• Must include time for introductions and
  opportunity for members to interact informally
• Three parts of each meeting
• Objectives
• Agenda
• Summary and review of assignments
• Leadership, Group Structure, and Emotions
• Leader has the responsibility to be aware of
  group developmental levels, and to respond to
  structure as well as members emotions.

19
Meeting Leadership Skills ltHandling Team Problems
Membersgt

• The Silent Member
• Encourage participation
• Nominal group method
• Rotation method
• The Talker
• Slow down without shutting up
• Nominal group method
• Rotation method
• Penny method

20
Meeting Leadership Skills ltHandling Team Problems
Membersgt

• The Wanderer
• Redirect focus of group
• Ask group pertinent question
• Lets get back to the issue at hand.
• Responsible for keeping the group on track

21
Meeting Leadership Skills ltHandling Team Problems
Membersgt

• The Bored Member
• Get involved in meeting
• Assign participatory task, such as recording
  ideas on the board
• Call on them
• The Arguer
• Avoid win-lose arguments
• Cut off personal arguments
• Bring others into arguments to create discussion.
• Never argue

22
Team Dynamics and Leadership

• Chapter 11
• Questions, Comments???