Chapter 8
Leading Self
Managed Team
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Summary of Lecture 17
Building successful team
Types of Team
Teamwork
Team Leader role
Team Creativity
Team Decision Making
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Learning Outcomes
Nature of self-managed teams.
Difference between traditional team & SMT.
Benefits of SMT.
Challenges of implementing SMT effectively.
Guidelines for improving SMT effectiveness.
Stages of group development.
Role of team facilitator in SMT.
Distributed leadership in SMT.
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Leader Centered Approach
Leader uses power to direct and control team members
Leader should focus on the task
Leader should seek opinion but make final decision himself
Leader should control group discussion
Leader should try to overcome and resist to threats challenging
authority
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Group Centered Approach
Empowers group to make decision
The role of leader should be as facilitator, consultant, teacher, and
adviser
Act as a role model
Understand team dynamics and team members feelings
Allow to make the final choices for decision
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Leadership Skills for Effective Meeting
Planning Meetings
-
Objectives
Participants and Assignments
Agenda
Date, time and place
Conducting Meetings
-
The first Meeting
Three parts of Meetings
i) Identifying objectives
ii) Covering agenda items
Iii) Summarizing and reviewing assignments
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Leadership Skills for Effective Meeting
Leadership Role
Leader should vary his style with the group development
level
Handling Problem Members
- Silent
- Talker
- Wanderer
- Bored
- Arguer
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Self-Managed Teams; Also Known
As
Self-directing teams
Self-maintaining teams
Self-leading teams
Self-regulated teams
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Nature of
Self-Managed Teams
Operate without managerial supervision
High job satisfaction
High commitment
Make structural and operational decisions
Responsible for tasks as a collective whole
Variety of technical skills
Versatile and flexible
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Self-Managed Teams
Relatively autonomous work groups in which
the responsibilities and obligations traditionally
maintained by management have been
transferred to a group of people who perform a
complex task with highly interdependent
activities
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Self-Managed Teams
Sociotechnical system theory states that if
members are more involved in formulating
tasks are more likely to work with commitment
and dedication to achieve stated goals as they
feel invested in process
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Make Operating
Decisions
Assign Work
Plan Schedules
Acquire Supplies
& Materials
Self-Managed
Teams Are
Usually
Empowered to:
Create Task
Procedures
Interact with
Customers
Perform
Team Member
Evaluations
Deal with Conflicts
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Characteristics of Effective Self-Managed Teams
•Have clear missions & high performance standards
•Take stock of equipment, training facilities, & other resources
team needs
•Devote significant time to planning & organizing to use
available resources & assess members technical skills
•High levels of communication
•SMT have decision making power
•Leadership role is rotated
•Multi-skilled capabilities
•Team accountability
•Perform all management functions (plan, organize, lead,
reward and control) and decide product quality and quantity,
and resolve confllict
•SMT focus on targets (milestones), project tasks, time issues,
team membership, and territories
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Traditional Teams vs SMTs
Characteristics
Traditional Teams
Leadership
Team leader role
Accountability
Work Effort
Task Design
Self Managed
teams
With in the team
Interchangeable
Team
Cohesive
Flexible
Skills
Multiskilled
Specialized
Outside the team
Fixed
Individual
Divided
Fixed
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Stronger Commitment
Improved Quality
and Efficiency
More Satisfied Employees
Lower Turnover / Absenteeism
Potential
Benefits of
Using
Self-Managed
Team
Faster Product Development
Flexibility Dealing with
Personnel Shortages
Helps Solve Problems &
Suggest Improvements
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Norms
Organizational
Support
Team
Formation
Variables
Membership
Characteristics
Champion
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Organizational Support
Strong top management support
Commitment to allocate adequate resources
Compatible culture For example: Hierarchical
structure with centralized decision making in
organization and asking managers to
empower team whereas who is facing control
from top management. Difficult to relinquish
power and most likely model top management
behavior.
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Team Member Characteristics
Strong belief in personal accountability (avoid
social loafing)
Internal locus of control
Emotional stability
Openness to new ideas and different
viewpoint
Good communication, conflict management
and problem solving skills
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Team Member Characteristics
Effective communicator
Good problem-solving skills
Ability to engender trust
Good conflict resolution skills
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Norms
Standards of conduct that are shared by
team members and which guide their
behaviors
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Champion
An advocate of the self-managed
team program who helps the
program obtain necessary
resources and gain political
support from top management
and other subunits of the
organization
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
What A Champion Does
•Explains what self-managed teams can do for the organization
•Communicates responsibilities, rules, & norms to the teams
•Ensures that teams meet the goals and needs of the organization
•Coordinates efforts of teams
•Helps teams reach decisions that every employee can support
•Facilitates continuous learning by team members
•Builds & maintains trust between teams and the organization
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
To Improve SMT Effectiveness
Ensure change to supportive culture, structure, & climate
Have a well-thought-out vision of SMTs
Allow time for bonding
Provide adequate training
Provide objective goals, incentives, & infrastructure
Ensure resources are adequate
Create a sense of empowerment
Develop team-based measurements & feedback
Recruit and train team facilitators
Do not overreact at first crisis
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Stages of Team Development
Forming
Storming
High Commitment
Less Commitment
Low Competence
Some Competence
Members come
committed but have
not developed
competence in
working together.
Members become
dissatisfied with the
team as they
develop confidence.
Norming
Performing
Variable Commit.
High Commitment
High Competence
High Competence
Commitment changes
while competence
remains constant.
Commitment and
competence remain
high
Appropriate Leadership Style
Decide
Clarify team
objectives &
roles
Consult
Develop
competence
& relationships
Facilitate
Focus on
Supportive
relationships
Delegate
Group provides
own task &
relationship
behaviors
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
SMT Facilitator
An external leader of a selfmanaged team whose job is
to create a supportive
environment where team
members take on
responsibilities to work
productively and solve
complex problems on their
own
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
SMT Facilitator
Team Building Activities
Open forums to resolve interpersonal conflict
Create opportunities for social interaction
Increase mutual acceptance & respect
between members
Coaching and encouragement
Use of data and information to influence and
motivate team members (Sales Data, Finance
data etc)
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
SMT Facilitator
Team Building Activities
Highlight mutual interests of team members
Increase team identification
Use team-oriented incentives to foster
teamwork
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Distributed Leadership
A collection of roles and behaviors that
can be divided, shared, rotated, and used
sequentially in a SMT environment based
on interests and capabilities
Team members assume leadership roles
depending on task requirements and
circumstances
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Distributed Leadership Practice in
SMTs
Organizing role
Envisioning role
Social role
Networking role
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Benefits of Distributed Leadership
Leadership development
Understanding of different roles requirements and
challenges
Succession Planning
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
High-Involvement
Management
Team Empowerment
move power, information, knowledge, and rewards further
down the organization.
Motivation and commitment
Opportunity to acquire skills and knowledge essential for
organization
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
What and When to Empower
Understand people and their motivations
Understand their competence level
Competence and skill development of employees
Monitor and evaluate performance
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Discussion Questions
Discussion Question 1: Define decision making process in self
managed teams?
Question 2: What are benefits of self managed teams?
Discussion Question 3: How many members should have in self
managed teams for effective working?
Discussion Question 4: Explain role of Champion in self
managed teams?
Discussion Question 5: Why self managed teams require support
from top management?
Discussion Question 6: What is difference between distributed
leadership and high involvement management?
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Discussion Question 7: Describe key success factor
for SMT?
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Summary
Nature of self-managed teams.
Difference between traditional & SMT.
Benefits of SMT.
Challenges of implementing SMT effectively.
Guidelines for improving SMT effectiveness.
Stages of group development.
Role of team facilitator in SMT.
Distributed leadership in SMT.
34
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning