Chapter 11

Developing and Leading Effective Teams

Group V :
Elisabeth M
Mulyadi
Rery Indra K
Ronggo S

Learning Objectives
Explain how a work group becomes a team
2. Identify and describe four types of work teams
3. Explain the model of effective work teams, and specify the
two criteria of team effectiveness
4. Identify five teamwork competencies team members need to
possess
5. Discuss why teams fail
1.

Learning Objectives
List at least four things managers can do to build trust
7. Distinguish two types of group cohesiveness, and summarize
cohesiveness research findings
8. Define virtual teams and self-managed teams
9. Describe high-performance teams and discuss team
leadership
6.

Teams
Small group with
complementary skills who
hold themselves mutually
accountable for common
purpose, goals, and approach

Work Group becomes a Team

1)
2)

3)
4)

5)

Leadership becomes a shared

activity
Accountability shifts from
strictly individual to both
individual and collective
The group develops its own
purpose or mission
Problem solving becomes a
way of life, not a part-time
activity
Effectiveness is measured by
the groups collective
outcomes and products

Types of Work Teams

Effective Work Teams

Teamwork Competencies

Orients Team to Problemsolving Situation

Organizes and Manages Team
Performance
Promotes a Positive Team
Environment
Facilitates and Manages Task
Conflict
Appropriately Promotes
Perspective

Characteristics of Effective Teamwork

Why Work Teams Fail

Effective Teamwork Requires:

Cooperation rather than

competition
Within teams
Among teams within
organizations
Trust reciprocal faith in
others intentions and
behavior
Cohesiveness a sense of
we-ness, strength of team
members desires to remain
a part of the team

Interpersonal Trust Involves a Cognitive Leap

Cognitive leap

Faith in the other persons

good intentions
Assumption that other person
will behave as desired

Firsthand knowledge
of other persons
reliability and
integrity

Distrust

What can you do to build trust?

Trust

Cohesiveness

A sense of we-ness helps the

group stick together
Socio-emotional cohesiveness
Sense of togetherness based on
emotional satisfaction
Instrumental cohesiveness
Sense of togetherness based on
mutual dependency needed to
get the job done

Enhancing Cohesiveness

Teams in Action: Basic Distinctions

How to Manage Virtual Teams

Establish regular times for group
interaction
Set up firm rules for communication
Use visual forms of communication
where possible
Emulate the attributes of co-located
teams
Give and receive feedback and offer
assistance on a regular basis
Agree on standard technology so all
team members can work together
easily

How to Manage Virtual Teams

Consider using 360-degree feedback to better

understand and evaluate team members

Provide a virtual meeting room via intranet, web site,

or bulletin board

Note which employees effectively use e-mail to build

team rapport
Smooth the way for an employees next assignment if
membership on the team, or the team itself is not
permanent
Be available to employees, but dont wait for them to
seek you out
Encourage informal, off-line conversations between
team members

Ways to Empower Self-Managed Teams

Attributes of High Performance Teams

1)
2)
3)

4)
5)

6)
7)

8)

Participative leadership
Shared responsibility
Aligned on purpose
High communication
Future focused
Focused on task
Creative talents
Rapid response

Self-Management Leadership Behaviors

1)
2)
3)
4)

5)
6)

Encourages self-reinforcement
Encourages selfobservation/evaluation
Encourages self-expectations
Encourages self-goal-setting
Encourages rehearsal
Encourages self-criticism

Recent Research on Trust

Schweitzer, Hershey, and Bradlow (2006) conducted

laboratory study and found..
When trust is broken by untrustworthy actions, it can be
restored through consistent trustworthy actions
A promise to act in a trustworthy way helps facilitate the
regaining of trust
Deception does serious long-term damage to trust and
makes it very difficult to restore, even when followed by
trustworthy actions

How to Build Trust

What can you do to build trust?

Communicate
Support
Respect
Fair
Predictable
Competent

Groups & Teams

Group - two or more freely
interacting individuals,
collective norms, collective
goals, common identity

Team - Small group with

complementary skills who
hold themselves mutually
accountable for common
purpose, goals, and approach

Groups Vs. Teams

Group
Goal
Synergy
Accountability
Skills

Share information

Team
Collective
performance

Neutral (sometimes Positive

negative)
Individual

Individual and
mutual

Random and Varied Complementary

A Winning Team

Tennessee Volunteers win NCAA Womens Basketball Title

April 2007

Source: Summitt, Vols on Top again, Patrick, D. USA Today 4/4/07 pp. 1C-2C

Panel Urges Focus on Teamwork

Employers

45

Recent Graduates

40
35
30
25
20
15
10
5
0
Teamwork

Critical Thinking

Oral/Written
Communication

Tips for Working on Virtual Teams

Meet face-to-face to start a project and for major milestones

Assume positive intent
If an e-mail's tone sounds off-putting, withhold judgment
until you learn more or talk to them directly via phone
Engage in positive predictable behavior
Honor commitments, attend meetings on time, dont send
terse emails

Tips for Working on Virtual Teams

Respect
Ensure everyone feel they have a voice on the team.
Be in the moment
Pay attention to the meeting you are in no cell phones,
checking e-mail, etc.
Contribution
Everyone should be clear what they should do to contribute
to the teams goals.

Which Teams are More Productive?

Small Teams

Big Teams

82%

16%

Decide by Consensus

One Strong Decision-Maker

81%

17%

People Differ from One Another

People are Similar to One

Another

48%

47%

Leaders Building Trust

Give people reasons to trust

one another instead of
reasons to watch their backs
Refuse to reward successes
that are built on untrusting
behavior
Display trust and
trustworthiness in their own
actions; personally and on
companys behalf

Building Trust in Traditional & Virtual Teams

Nonwork-related communication
Reduction of task and technological uncertainty
Team members who demonstrate initiative
Team leaders who communicate in a predictable manner
Timely and meaningful response to problems and issues
Positive and enthusiastic leadership
Ability to shift focus from procedures to tasks
Crises handled as business as usual

Thank You
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