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25 Cards in this Set
- Front
- Back
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historical perspective of team leadership 20's-30's
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-human relations movement
-collaborative efforts at work |
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historical perspective of team leadership 40's
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-group dynamic
-social science theory |
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historical perspective of team leadership 50's
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-T group
-Leader's role in T group |
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historical perspective of team leadership 60's-70's
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-organizational development
-team leader effectiveness |
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historical perspective of team leadership 80's
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-quality teams
-benchmarking -continuous improvement |
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historical perspective of team leadership 90's
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-global perspective
-flatter organizational structure -strategies for competitive advantage -group dynamics -social science theory -team based, technology enabled |
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historical perspective of team leadership Parker 1990
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-the use of teams has led to :
a. greater productivity b. more effective use of resources c. better decisions and problem solving d. better quality products and services e. increased innovation and creativity |
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TL description: perspective
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team research
-focus on team variables -role of affective, behavioral and cognitive processes in team success -team performance and viablility a. role of mediation b. trust, bonding, planning, adapting, structure, and learning |
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Issues
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-difficult to understand the team process because of its complexity
-leader ineffectiveness is a major obstacle to overall team effectiveness |
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objectives
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-understand role of leadership in teams
-ensure team success and avoid failure |
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leader's function
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-complexity involved in performing these functions
-how performance of these complex functions relates to actual team performance |
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TL capacity
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-shared or distributed leadership
-encompasses entire team |
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TL model
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-provides leader or designated team member with a mental road map to help diagnose team problems and how to correct them
-mental model reflects a. components of the problem b. environmental and organizational contingencies |
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TL model
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leadership behavior
-seen as team based problem solving leader uses direction -which problems need intervention -make choices about which solutions are most appropriate effective leaders have the ability to determine -what interventions are needed |
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leadership decisions
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-monitor or take action
-task or relational -internal or external |
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internal task leadership actions
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skills/actions leader can use to improve performance:
-goal focusing -structuring for results -facilitating decision making -training team members in task skills -maintaining standards of excellence |
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internal relational leadership actions
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improve relationships
-coaching team members in interpersonal skills -collaborating -managing conflict and power issues |
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internal relational leadership actions
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-build commitment and esprit de corps
-satisfying individual member needs -modeling ethical and principled practices |
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external environmental leadership actions
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-networking and forming alliances in environment
-advocating and representing team to environment -negotiating upward to secure necessary resources, support, and recognition for team -buffering team members from environmental distractions -assessing environmental indicators of team's effectiveness -sharing relevant environmental info with team |
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team effectiveness
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-performance and development
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team effectiveness
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-clear, elevating goals
-results driven structure -competent team members -unified commitment -collaborative climate -standards of excellence -how things were accomplished -external support and recognition -principled leadership |
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how TL works
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1. leader engages in mediation process
2. determine exact intervention needed 3. determine action needed/ which level to intervene 4. decide to intervene at any or all 3 levels |
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strengths
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-provides answers to what is an excellent team
-provides a cognitive guide -recognizes changing role of leaders and followers -can be used to select group leaders |
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criticisms
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-not totally supported and tested
-may not be practical -fails to provide much guidance -more focus required on how to teach and provide skill development in areas of diagnosis and action taking |
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application
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-useful in leader decision making
-can be used as team diagnostic tool |
