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Leadership. Chapter 10 – Team Leadership. Northouse, 4 th edition. Overview. Team Leadership Perspective Team Leadership Model Leadership Decisions Leadership Actions Team Effectiveness Principled Leadership How does the Team Leadership Model Work?.
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Authority Chapter 10 – Team Leadership Northouse, 4 th version

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Overview Team Leadership Perspective Team Leadership Model Leadership Decisions Leadership Actions Team Effectiveness Principled Leadership How does the Team Leadership Model Work?

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Historical Perspective of Team Leadership – 1920s-1980s 20-30s 40s 50s 60-70s 80s Human Relations development Collaborative endeavors at work Group flow Social science hypothesis T gathering Leader\'s part in T amass Organizational advancement Team pioneer adequacy Quality groups Benchmarking Continuous change

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Global point of view Flatter authoritative structure Strategies for upper hand Group progression Social science hypothesis Team-based, innovation empowered Historical Perspective of Team Leadership – 1990s Parker 1990 90s Effectiveness examine The utilization of groups has prompted to: Greater profitability More compelling utilization of assets Better choices & critical thinking Better-quality items & administrations Increased advancement & inventiveness

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Team Leadership Description Perspective Team look into (Ilgen, Hollenbeck Johnson & Jundt, 2005) Focus on group factors Role of full of feeling, behavioral & psychological procedures in group achievement Team execution & feasibility Role of interceding procedures, for example, Trusting, holding, arranging, adjusting, organizing & learning Issues Difficult to comprehend the group procedure on account of its many-sided quality Leader insufficiency is significant obstruction to general group viability

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Team Leadership Description Objectives Critical figure accomplishment of hierarchical groups – comprehend part of initiative in groups: Ensure group achievement & stay away from group disappointment Functions a pioneer must perform Complexity required in playing out these capacities How execution of these unpredictable capacities identifies with genuine group execution Team administration limit – Shared or disseminated initiative Encompasses whole group

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Team Leadership Model Description Model gives pioneer or assigned colleague with a mental guide to Diagnose group issues, and Take fitting activity to right group issues Effective group execution starts with pioneer\'s mental model of the circumstance Mental model reflects Components of the issue Environmental & authoritative possibilities

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Team Leadership Model Description Leadership conduct Seen as group based critical thinking Leader utilizes carefulness Which issues require mediation Make decisions about which arrangements are the most proper Effective pioneers can figure out What intercessions are required, assuming any, to tackle group issues

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Hill\'s Model for Team Leadership

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Leadership Decisions Continue checking the group or make a move in light of current data Determine the general errand or social capacity of intercession required Intervene at inward level (inside group) or outer level (group\'s surroundings)

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Leadership Decision 1 Should I Monitor the Team or Take Action? Pioneers can: Diagnose, break down, or gauge issues (observing) or make prompt move to take care of an issue Focus on issues inside the gathering (inward) or Which issues require mediation Make decisions about which arrangements are the most fitting Effective pioneers can figure out What intercessions are required, assuming any, to take care of group issues

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Leadership Decision 1 Should I Monitor the Team or Take Action? : McGrath\'s basic initiative capacities – two measurements of authority conduct: Monitoring versus making a move We can analyze, dissect, or figure issues (checking) or make quick move to tackle an issue Internal gathering issues versus outer gathering issues Focus on the issues inside the gathering (inner) or issues outside the gathering (outside) Two measurements result in 4 sorts of gathering authority capacities

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Leadership Decision 1

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Leadership Decision 2 Should I Intervene to Meet Task or Relational Needs? Pioneers can: Determine if group needs assistance in managing social issues or assignment issues Task capacities include: Getting work done Making choices Solving issues Adapting to change Making arranges Achieving objectives

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Leadership Decision 2 Should I Intervene to Meet Task or Relational Needs? Pioneers can: Determine if group needs assistance in managing social issues or undertaking issues Maintenance capacities include: Developing a constructive atmosphere taking care of interpersonal issues Satisfying individuals\' needs Developing union

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Leadership Decision 3 Should I Intervene Internally or Externally? Pioneer must: Determine what level of group process needs initiative consideration: Internal undertaking or social group progression, if: Conflict between gathering individuals Team objectives hazy External ecological elements, if: Organization not giving legitimate support to group

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Leadership Actions Leadership Functions – performed inside or remotely

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Leadership Actions Internal Task Leadership Actions Set of aptitudes or activities pioneer may perform to enhance errand execution: Goal centering (illuminating, picking up assention) Structuring for results (arranging, visioning, sorting out, elucidating parts, appointing) Facilitating basic leadership (advising, controlling, planning, interceding, blending, issue centering) Training colleagues in errand abilities (instructing, creating) Maintaining benchmarks of brilliance (surveying group and individual execution, facing deficient execution)

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Leadership Actions Internal Relational Leadership Actions Set of authority activities pioneer needs to actualize to enhance group connections: Coaching colleagues in interpersonal abilities Collaborating (counting, including) Managing strife and power issues (dodging encounter, addressing thoughts)

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Leadership Actions Internal Relational Leadership Actions Set of administration activities pioneer needs to actualize to enhance group connections, cont\'d.: Building duty and esprit de corps (being hopeful, advancing, imagining, mingling, fulfilling, perceiving) Satisfying individual part needs (trusting, supporting, pushing) Modeling moral and principled practices (reasonable, predictable, regularizing)

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Leadership Actions External Environmental Leadership Actions Set of abilities or practices pioneer needs to execute to enhance natural interface with group: Networking and framing collusions in environment (accumulate data, increment impact) Advocating and speaking to group to environment Negotiating upward to secure vital assets, support, and acknowledgment for group

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Leadership Actions External Environmental Leadership Actions Set of abilities or practices pioneer needs to actualize to enhance natural interface with group: Buffering colleagues from ecological diversions Assessing ecological markers of group\'s adequacy (overviews, assessments, execution pointers) Sharing applicable natural data with group

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Team Effectiveness Team viability – the wanted result of cooperation Team Performance – assignment achievements Team Development – upkeep of the group Researchers concentrated authoritative work groups & created – Standard of adequacy Criteria of perfection

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Team Effectiveness

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Team Effectiveness Clear, Elevating Goal Clear so one can tell if execution objective has been met Is spurring or including so individuals trust it is advantageous and imperative Results-Driven Structure Need to locate the best structure to accomplish objectives Clear colleague parts Good correspondence framework Methods to evaluate singular execution An accentuation on reality based judgments

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Competent Team Members Components Right number and blend of individuals Members must be given: Sufficient data Education and preparing Requisite specialized aptitudes Interpersonal & cooperation abilities Team Factors Openness Supportiveness Action introduction Positive individual style Core Competencies Ability to carry out the employment well Problem fathoming capacity Team Effectiveness

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Team Effectiveness Unified Commitment Teams require a precisely outlined and created feeling of solidarity or distinguishing proof ( camaraderie ) Collaborative Climate Trust in view of openness, trustworthiness, consistency, and regard Integration of individual activities Leaders encourage a collective atmosphere by: Making correspondence safe Demanding and compensating community conduct Guiding the group\'s critical thinking endeavors Managing one\'s own control needs

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Team Effectiveness Standards of Excellence Regulated Performance Facilitates assignment finishing and composed activity Stimulates a constructive weight for individuals to perform at most elevated amounts How Accomplished Requiring comes about (clear desires) Reviewing comes about (input/resolve issues) Rewarding outcomes (recognize predominant execution)

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Team Effectiveness External Support and Recognition Regulated Performance Teams upheld by outer assets are: Given the material assets expected to carry out their occupations Recognized for group achievements Rewarded by binds those prizes to colleagues execution, not singular accomplishment

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Team Effectiveness Principled Leadership Influences group viability through four arrangements of procedures (Zaccaro et al., 2001) Cognitive - Facilitates group\'s comprehension of issues facing them Motivational - Helps group get to be distinctly firm & skilled by setting elite measures & joining to accomplish them Affective - Assists group in taking care of distressing conditions by giving clear objectives, assignments, & techniques In

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