Chapter 12 - Team Leadership

I thought this a good reminder on some of the differences between "groups' and real "teams" .... a SlideShare Presentation:

Chapter 12 - Team Leadership

View more presentations from dpd.

Managing Virtual Workers

From Business week, by Billie Williamson ....

An Ernst & Young partner who has been managing teams virtually for more than a decade explains how to get the best out of remote workers.

Managing employees can be challenging even in the best of times.

During a recession, when demands and stress levels rise, it can become even more difficult, especially with a greater number of employees working remotely. Billie Williamson, a partner at Ernst & Young and the company's Americas Inclusiveness Officer — she oversees E&Y's diversity programs — has been managing virtual teams for more than a decade. Here, Williamson shares her insights and strategies for working and managing effectively in the virtual office:

Managing virtually offers many benefits: It's easy to accommodate differing schedules, schedule meetings on short notice, reduce travel expenses, be more ecologically friendly, and decrease unproductive travel time. It also allows for the creation of more diverse teams that bring together broader experience and knowledge. But the most important thing for managers to remember is that the success of any team, virtual or not, depends on the people. Technology can bring you together, but it's the manager who must make sure the relationships stay vital, each team member is valued, and productivity is high.

Read the rest of the article ...

Option generating is the best team leader style?

From Gary Salton's i-Opt blog ....

I have noted Gary's work before, so if you would like more information on his approach, please visit his website.

On his latest research, and to parphrase Gary,

The idea-oriented leadership style (Gary's RI) dominates the personal preference of team leaders. The analytical approach (Gary's HA) is a close second for the entry-level supervisor.
But this analytical approach / importance quickly evaporates with increasing rank.

Option-generating idea orientation style would seem to offer a key competitive advantage in team leadership.

Read more ....

Diverse Leadership roles in Effective Virtual Teams

A very interesting paper on the "Importance of Diversified Leadership Roles in Improving Team Effectiveness in a Virtual Collaboration Learning Environment".

By Chen, C. C., Wu, J., Yang, S. C., & Tsou, H.-Y. from the Journal of Educational Technology & Society (2008)

The authors used Quinn’s (1984) Model of Leadership Roles which has eight leadership different roles along two dimensions (Innovator, Broker, Producer, Director, Coordinator, Monitor, Facilitator, Mentor).

"The Abstract

Virtual teams enabled by information and communications technologies (ICT) are increasingly being adopted not only by for-profit organizations but also by education institutions as well. This study investigates what contributes to the success of virtual learning teams. Specifically, we examine the issue of leadership in virtual learning teams.

The study first reviews the current literature on teams, leadership, and trust then proposes a framework of team effectiveness of virtual learning teams. A field study is conducted to investigate the influence of several independent variables including diversified leadership roles, leadership effectiveness, team trust, and propensity to trust.

It is found that diversified leadership roles influences both leadership effectiveness and team trust; both leadership effectiveness and propensity to trust influence team trust, and team trust in turn directly impacts team effectiveness.

In addition, team trust mediates the relationship between leadership effectiveness and team effectiveness. Some practical implications of the results are discussed as well."

Put this another way, in my opinion the paper provides solid evidence that a distributed approach to Leadership is a powerful way to build team effectiveness and results.

Leaders must play different roles to get the best out of their teams, yet we all have particular strengths and weaknesses - and indeed preferences for personal style and behaviour. By distributing Leadership roles and responsibilities across different people, depending on the need, a more effective team result ensues.

See the full paper at www.ifets.info/index.php?http://www.ifets.info/abstract.php?art_id=832

Are Great Teams Less Productive?

From HBS Working Knowledge - Q&A by Amy Edmonson and Sarah Jane Gilbert. Amy Edmondson is a Professor in the Technology and Operations Management unit at Harvard Business School.

Learning promotes performance — is there any argument? Without learning, organizations, teams, and managers are stuck in yesterday's world.

In fact, says Harvard Business School professor Amy Edmondson, there are built-in tensions between learning and performance, which smart organizations must learn to recognize and deal with. For example, an organization that has just completed a learning initiative may see a drop in productivity, at least in the short term.

Edmondson and doctoral student Sara Singer explore the problematic relationship between learning and performance in a recent working paper, "When Learning and Performance are at Odds: Confronting the Tension." In this interview, Edmondson discusses her work and practical considerations for organizations looking to sharpen their learning skills, i.e., any business hoping to be successful in today's quickly changing world.

Sarah Jane Gilbert: What led you to pursue this research?

Amy Edmondson: This research, rather than being a single project, is part of a fifteen-year program of a half dozen or so projects in different settings, all focused on learning in and by organizations. The paper, written with Sara Singer, on the tension between learning and performance, was an attempt to pull together a subset of insights from this longer journey about the challenges for managers who wish to promote learning without sacrificing performance in the short term.

The longer journey that I refer to was motivated by a desire to help organizations better access, integrate, and leverage the talents and insights of their employees. An earlier career as an organizational change consultant led me to realize how many thoughtful, caring individuals were stymied in their genuine desires to make a difference at work — that is, their desires to help make their organizations more effective and responsive. I met many individuals with great ideas and insights working in large organizations that seemed to be enacting policies or producing products that didn't reflect this insight. As a result, I became fascinated by the notion of the learning organization: organizations with the capacity to sense and act upon opportunities for positive change. Around this time, I thought I'd better go to graduate school to learn and explore these ideas more carefully.

Early on, I stumbled into one of the perverse aspects of the relationship between learning and performance. My first research project in graduate school explored the relationship between teamwork and errors (in hospitals), because errors are a critical input to organizational learning, especially in that setting. I assumed I'd find a negative relationship between teamwork and error rate.

Instead, I stumbled into quite a different discovery. The statistical results I obtained were the opposite of what I'd predicted. Well-led teams with good relationships were apparently making more mistakes; there was a significant correlation between teamwork and error rates — in what I initially considered "the wrong direction."

This presented a puzzle. Did better-led teams really make more mistakes? I simply did not think that could be accurate. Why else might better teams have higher error rates?

One possibility was that they were more experienced and thus given tougher patients. To test this, I controlled for the severity of patient illness. The unexpected result not only did not change, the relationship got slightly stronger. Then, I suddenly glimpsed what these results might mean. In well-led teams, a climate of openness could make it easier to report and discuss errors — compared to teams with poor relationships or with punitive leaders. The good teams, according to this interpretation, don't make more mistakes, they report more. When I suggested this to physicians involved in the study, they were skeptical. Their response was understandable: With a research grant for the purpose of identifying the error rate, this idea was decidedly unwelcome. My interpretation of the data suggested that we might not be finding the definitive error rate — and further errors might be systematically underreported in certain units but not others. Their skepticism forced me to work hard to develop ways to support my proposition, which ultimately they came to see as reasonable, if not obvious in retrospect."

Read the rest of the article ...
Technorati leadership development tag