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Full Leadership Research Findings Practice and Skills 8Th Edition Dubrin Solutions Manual Online PDF All Chapter
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CHAPTER 9
Developing Teamwork
The purpose of this chapter is to provide the reader with specific information about how to develop
teamwork. Such information is vital in an era that glorifies the importance of teamwork.
A role for executive-level leaders requiring separate mention is that of leading a number of teams
within the organization within the organization, referred to as intergroup leadership. To carry
out the role of successfully building teamwork among various teams, a starting point is for the
leader to talk about the identity of the team composed of teams.
When the leader is not a member of the team, he or she is classified as an external leader. A study
showed that under ordinary work conditions, when the leaders were too actively involved in
coaching the team and sense making, satisfaction with leadership declined. When the team faced
83
84 Chapter 9: Developing Teamwork
disruptive conditions, such as a heavy workload, coaching and sense making by the leader
increased satisfaction with leadership.
II. LEADER ACTIONS THAT FOSTER TEAMWORK
Fostering teamwork is a major factor for the success of teams, including those working offshore.
(Teamwork might take the form of coordinating linked work.) Inspirational leaders, as well as less
charismatic ones, can encourage teamwork through certain actions and attitudes. The actions can
be divided into those leaders can take using their own resources (informal techniques) and those
actions that generally require organization structure or policy (formal techniques).
A. Actions Leaders Can Take Using Their Own Resources
1. Defining the Team’s Mission. A starting point in developing teamwork is to specify the
team’s mission. The mission should contain a specific goal, purpose, and philosophical
tone. An example: “To plan and implement new manufacturing approaches to enhance
our performance image and bolster our competitive edge.” To help implement the
mission, it is helpful for the leader to define the team tasks, or to work with the group
in defining these tasks. Team members can then identify the subtask for which each
member has responsibility.
2. Establishing a Climate of Trust. Without team members trusting each other, and
trusting the leader, working together cooperatively is unlikely.
Research with U.S. Intelligence units reported by Adam Grant found that the single
strongest predictor of group effectiveness was the amount of help the analysts gave
each other. In the highest-performing teams, analysts invested extensive time and
energy in coaching, teaching, and consulting with colleagues.
8. Encouraging Competition with Another Group. One of the best-known methods of en-
couraging teamwork is to rally the group against a real or imagined threat from the
outside. The leader should encourage rivalry, not intense competition that might lead to
unethical business practices.
9. Engaging in Ample Interaction with the Team. A helpful tactic for building teamwork
is to build positive relationships with team members, and relationships are built on
conversations. An effective way of interacting with team members is to hold question-
and-answer sessions, thereby demonstrating participative leadership at the same time.
2. Emphasizing Group Recognition and Rewards. Giving rewards for group accom-
plishment reinforces teamwork because people receive rewards for what they have
accomplished collaboratively. Methods of team recognition include celebrations of
milestones, painting equipment in team colors, and a Team-of-the-Month award.
3. Initiating Ritual and Ceremony. Ritual and ceremony afford opportunities for
reinforcing values, revitalizing spirit, and bonding workers to one another and the
teams. An example is holding a team dinner whenever the group achieves a major
milestone, such as winning bid on a contract.
6. Using Technology That Enhances Teamwork. Workers can collaborate better when
they use information technology that fosters collaboration, often referred to as
collaborative ware. Advances in videoconferencing such facilitate teamwork. Social
networking might be regarded as the most far-reaching technology for enhancing
teamwork because so many workers can exchange information with each other, and
thereby collaborate more extensively. The social media are good for knowledge
transfer which enhances collaboration. When knowledge transfer leads to more
collaboration, teamwork is enhanced.
7. Blend Representatives from the Domestic Company and Foreign Nationals On the
Team. The fact or working with people from your own country, as well as a
representative from the country of company headquarters often enhances teamwork.
Participants are placed in a demanding outdoor environment. They have to rely on skills they
did not realize they had and on each other to complete the program. Emphasis is placed on
building self-confidence, leadership, and teamwork. The list of team-building activities
continues to grow and now includes tightrope walking, adventure racing, and cooking.
(Waterboarding is among the latest.) Building or repairing houses for people in need is
gaining in popularity as a form of team building. Another novel approach is for participants
to perform stand-up comedy in front of work associates.
Outward Bound is the best-known and largest provider of outdoor training programs.
Courses typically run from three days to four weeks. The Outward Bound Professional
Development Program is geared toward organizational leaders because it emphasizes
teamwork, leadership, and risk taking. Frequent activities include jumping from high places
while attached to a rope pulley and falling backward into the arms of other participants
(“trust falls”). Rope activities are typical of outdoor training.
Outdoor training enhances teamwork by helping participants examine the process of getting
things done through working with people. In going through the exercises, they have to
communicate well and trust one another.
One of the most intensive and extensive examples of team building through outdoor training
is conducted annually at Seagate Technology. The team spends a week in Queenstown, New
Zealand, located at the bottom of the world. A major rationale for the extensive team-
building activity is that when people are placed in unfamiliar situations, and fatigued, they
are more likely to ask for help and work as a team.
Outdoor trainers claim that their programs improve self-confidence, help people appreciate
their strengths, and teach people to work better with one another. Many training directors
also speak positively of outdoor training. Reservations about outdoor training include the
fact that it is physically dangerous and that the teamwork training does not carry over to the
job. Also, real workplace teams change membership rapidly, thus negating some of the team
building that the group experienced during the training. Another problem with outdoor and
offsite training is that some participants perceive the experience as wasting time and
sometimes distasteful.
One way to facilitate the transfer of training from outdoors to the workplace is to hold
debriefing and follow-up sessions. The participants review what they have learned and
discuss how they will apply the lessons to the job.
The leader-member exchange model developed by George Graen and associates helps explain
why one subgroup in a unit is part of a cohesive team and another group is excluded. The leader-
member exchange model (LMX) proposes that leaders develop unique working relationships
with group members. One subset of employees, the in-group, is given additional rewards,
responsibility, and trust in exchange for their loyalty and performance. The in-group becomes part
of a smoothly functioning team headed by the formal leader. Out-group members are less likely to
experience good teamwork.
A. Different-Quality Relationships
Leaders treat each member somewhat differently, with the links that exist between the leader
and each individual team member differing in quality. When the quality of the relationship is
high, the member is “in” with the leader. Leaders and group members liking each other is a
major contributor to the quality of the relationship. A note of caution about leader-member
exchanges is that evidence suggests that the leader and group members may perceive the
quality the exchange differently.
Treatment of In-Group versus Out-Group Members. In-group members are invited to
participate in important decision making, are given added responsibility and are privy to
interesting gossip. Members of the out-group are managed according to the requirements of
the employment contract, and receive little warmth, inspiration, or encouragement. When the
quality of the leader-member exchange is high, group members are more committed to
company goals and less likely to quit.
Reciprocity between Leader and Members. The leader grants more favors to the in-group
member, who in response works harder to please the leader, a contributor to being a good
team player. In a hospital setting study, positive exchanges involved group members’
engaging in increased good citizenship behavior and in-group role behaviors such as putting
extra effort into performing their duties.
Extra-Role Behavior. An industrial study found that high-quality exchanges between
supervisors and employees contribute to employees engaging in extra-role behavior, or
being cooperative in ways that were not expected of them.
Safety Performance. A study with sixty-four group leaders found that positive leader-
member exchanges were associated with more communication about safety,
Transformational Effects. A study showed that positive leader-member exchanges may
facilitate the leader having a transformational effect. Transformational relationships were
significantly stronger for followers who perceived high-quality relationships with their
supervisors.
Leader Status. When group members perceive leaders to have high status, it is easier for
the leader to form the type of high-quality relationships that contribute to good teamwork (as
shown in a bank study).
Leader Emergence and Team Performance. A complex way in which LMX enhances
teamwork is that teams tend to attain better results when multiple members of a team emerge
as leaders. A study showed that when the team shared vision was high, high quality leader-
member exchanges facilitated leader emergence. Conversely when team shared vision is
low, LMX is negatively related to emergent leadership.
B. First Impressions
The leader’s first impression of a group member’s competency plays an important role in
placing the member into the in-group or out-group. Another key linking factor is whether the
leader and team member have positive or negative chemistry. A study showed that the initial
leader expectations of group members and member expectations of the leader were good
predictors of the leader-member exchanges at two weeks and six weeks.
Some research suggests that teamwork is more likely to be enhanced when the team leader
coaches the tam as an entity, rather than coaching individual members.
Improving teamwork through office design is receiving considerable attention. Here is how the
leader/manager can customize space to promote teamwork: (1) create common areas, (2) put
yourself in the center, (3) set up multipurpose rooms, and (4) insert “activity generators” such as a
coffee pot or reception desk to draw traffic.
This exercise offers yet another opportunity for practicing teamwork. Our experience with the previous
editions of the text is that the content of this exercise has high intrinsic interest and thus leads to
enjoyable student interactions. Of note, this approach to team building is now widely practiced by
companies.
A useful issue for the modern worker to confront is the extent to which he or she really does enjoy
teamwork. Not everybody is inclined toward working in a team. Such individuals might seek work
that gives ample opportunity for working alone.
When a student addresses the rest of the group about why he or she should be chosen as the team
leader, the student is likely to think about his or her attitudes toward teamwork. The observers
might also ponder what type of person makes a good team leader.
The Trust Me exercise is more complicated than the standard trust fall, therefore offering the possibility
of greater student involvement. The exercise also gives students more data to work with in terms of
making observations about teamwork.
Leadership Skill-Building Exercise 9-4: My Leadership Portfolio
Most students should be readily able to find a group activity in which to practice enhancing
teamwork, either as the group leader or team member. This portfolio entry gains in relevance
because so many groups and teams could benefit from teamwork enhancement.
We add the venerable trust-fall exercise for sake of completion. As stated in the text, although
most students have participated in a trust fall previously, each new application of the trust fall
can add new insights about teamwork. Also, because the mix of people will be different, the
experience will be slightly different.
1. What would be the potential disadvantages of selecting a team leader who is highly charismatic
and visionary?
A highly charismatic leader will often set himself or herself off from the group, and group
members might rely heavily on his or her judgment. As a consequence, leadership will not be
distributed to the extent it should be in a true team.
2. Some top-level managers prohibit or discourage workers from telecommuting (including working
from home and other locations) because they think such activity interferes with teamwork. What
is your opinion on this issue?
The reason that telecommuting might interfere with teamwork is that the face-to-face interaction
that facilitates teamwork is missing with remote workers. The counterargument is that electronic
communication, including phone calls, can compensate for the diminished of face-to-face
interaction. (We say “diminished” because many telecommuters have the occasional face-to-face
meetings with work associates.) As more people in the workforce become telecommuters, the
issue of teamwork and remote work will become more important.
3. Imagine yourself as the newly-appointed leader of a team doing work in your field of knowledge
and experience. Which one or two first steps would you take to encourage teamwork?
Many possible answers are sensible here. However, defining the team’s mission and tasks is
highly recommended in launching teamwork. Another effective beginning step would be to
discuss how teamwork will be the norm in the group. Scheduling a team lunch might also be a
good idea.
4. Imagine yourself as the team leader, and the gang invites you to join them for an after-hours drink
at a bar. From the standpoint of enhancing teamwork, explain if joining the team would be
effective.
Although this discussion question may appear innocuous, a major challenge the team leader faces
is to figure out how much to socialize with the group. A key variable here is that a team leader is
also a team member, so it is usually appropriate to socialize with team members. Interacting with
team members socially will usually foster teamwork. Knowing the team leader at a social level
will often facilitate communication in the workplace.
Although superficial by definition, team uniforms often contribute to teamwork because the
uniforms suggest a common purpose. The uniforms, of course, also suggest uniformity in many
actions. Uniforms might also carry the suggestion that status differences in the group are low.
7. As the team leader, should you dress in about the same fashion as the rest of the team? Or, should
you dress a little fancier? Explain your reasoning.
An appropriate response to this question depends to a large extent on how the student perceives
the role of the team leader. If the team leader is perceived as having higher status than the other
team members, the student would probably want to dress a shade fancier. However, if the student
perceives a team leader to be an equal with the rest of the team, he or she would probably want to
dress the same. Traditional advice is for the leader/manager to dress a shade fancier than do group
members.
8. What is your opinion of the value of experience in team sports for becoming a good team player
in the workplace?
Most people see a carryover from team play in sports to team play in the workplace. When polled
on the subject, the majority of executives think that team sports help prepare a person for being a
team member on the job. So people who oppose this idea would face a lot of opposition.
9. One of the character-building exercises in the Tough Mudder obstacle courses is “electro-shock
therapy” in which participants pass through a dangling curtain of electrical wires carrying 10,000
volts of electric shock. Any thought on the leadership-skill value of this exercise, along with the
ethics of the task?
It could be argued that working to avoid the electric shock helps develop the skill of dealing with
potential danger, and therefore is an ethical approach to leadership development. The argument
against the “electro-shock therapy” is that it endangers the physical and emotional well-being of
participants and is therefore highly unethical. Also, the activity is too far removed from workplace
teambuilding that it lacks value. The reader is cautioned that many offsite training programs are
run by people who are not human behavior professionals, and also who are not even aware that
their programs are unethical.
10. How can political skill help a person avoid being adversely affected by the leader-member
exchange model?
By using political skill, the group member can get on the good side of the leader and thus avoid
becoming an out-group member. The political actor must work fast, because first impressions
count heavily in forming the quality of the leader-member exchanges.
This case illustrates a continuing challenge in the modern business world: coordinating the efforts
of globally dispersed team members, and at the same time building teamwork.
The teamwork problems Calvin is facing include geographic dispersion of team members ,
limited formal authority over some team members, and cross-cultural differences in attitudes
toward the importance of the service being sold.
2. What steps do you recommend Calvin take to enhance teamwork in his global disaster
insurance team?
The team appears to be loosely structured and lacking in a strong feeling of teamwork. A good
starting point for Calvin would be to define the team’s mission and tasks. He might also
emphasize pride in being outstanding, and establish higher standards. Calvin might also focus
on practicing e-leadership, including the establishment of chat rooms.
The steps just mentioned for enhancing teamwork would probably also help provide stronger
leadership to the team. Perhaps Calvin, with the approval of the company, might introduce a
program of group recognition and rewards that would be based on global team performance.
A focal point for this role play is how effective Calvin is in his attempts to build teamwork among
the geographically dispersed team members. Observers should note carefully if Calvin attempts to
use any specific team-building techniques. The outcome of the role play could be influenced by the
cooperativeness of the global team members.
This case illustrates the challenges of converting a regular work group into a highly productive
team. The team leader may need to intervene to improve teamwork, but which intervention to
choose may not be clear.
Ashley needs to take more positive steps toward building a team. She goes about factually
discussing the idea that the work group should not be an effective team, but she does not
take any particular team-building initiatives. Among the initiatives Ashley might take are
defining the team’s mission, emphasizing pride in being outstanding, using a consensus
leadership style, and perhaps encouraging competition with another group
2. What can Ashley do to get her team more interested in functioning as a team?
To get the group more interested in functioning as a team, Ashley might look for ways to
reward the group by pointing out that the company might develop team rewards (if true).
She might also try ritual and ceremony, including scheduling a group lunch to talk about
teamwork.
3. Based on whatever information you have found in the case, what is your evaluation of
Ashley’s charisma?
No evidence in the case suggests that Ashley is charismatic. She appears to be going about
her leadership role in a perfunctory way.
The role play provides an opportunity to practice teamwork development. As suggested in the role
play, observers should look to see if Ashely attempts any particular team -development tactic, rather
than merely holding a meeting to discuss teamwork. Playing the role of team -play resistors should
be amusing.
A tragikai vétség.
Ha arczom elsötétűlt,
Lelkem borúja csak magamra tér.
Sokféle szenvedély üld egy kor óta,
És ötletek, csupán nekem valók.
Az ördög igen jól tudja, mit kér. E talpalatnyi tér nélkül, mely
kezdettől fogva neki adatott, nemcsak tehetetlen lenne, de nem is
léteznék. Megjelenése nem más, mint kibontakozás a lelki élet
homályából, fölmagasodás a talpalatnyi téren, hogy megdöntse az
isten világát. Így találjuk őt elejétől meghuzódva Byron Kainjában.
Rejtekét csak akkor hagyja el, mintegy az Adahnak megnyilatkozó
szív kétségbeeséséből lépve elő, mikor annyira erősödött, hogy már
bízhatik győzelmében. Ott lappangott már előbb a boldogtalan
embernek olthatatlan szomjában a megismerés után, tépelődésében
az élet és halál kérdései fölött, vívódásában a legfőbb hatalomnak
és legfőbb jónak viszonyán. Ebből a zugból lép ki s vezeti áldozatát
a mindenségen, a halottak s a még nem született nemzedékek
világán keresztül vissza a földre, hol Kainban az első lázadó az első
gyilkossá lesz. Emlékezzünk Faustnak hosszú és kínos
vergődésére, mely rossz szellemét nagyra neveli s megjelenését
előkészíti. A gonosznak különben ily önálló személyiség gyanánt
kiemelkedése még nem jelenti biztos diadalát, csak határozott
szembeszállását azzal, a mi az emberi lélekben az egyetemes, az
isteni felé törekszik. A beköszöntött sátán igyekezete: teljesen
hatalmába keríteni s kárhozatba taszítani az embert, különböző
véget érhet. Ha legyőzetik: csak megkisértés volt, az epikus hősnek
szerencsésen kiállott próbája; ha győz: tragikai vétségbe sodratás.
Luthernek erkölcsi erejét a harag szétzúzó kitörésére ingerli a
wartburgi sátán; Etele a vadászaton gerelyét hajítja Ármány undok
képe felé s elűzi őt. De az első emberpárt megejti, Kaint és
Manfrédet romlásba viszi a gonosz, melynek Faust is, a német
népdrámában és Marlowenál, martalékává lesz. Giotto Judása
mellett (a padovai Arena freskóján), ki épen árulása bérét veszi föl,
ott áll a győztes s prédájára várakozó sátán.
Hogy az ördögnek, az ember jobb része ellen folytatott küzdelme
változó véget érhet, egészen természetes, mert merev ellentétbe
helyezkedvén a jóval, ezt is ellenállásra, erejének összeszedésére
serkenti. A hol a rossz kezdettől fogva kétségtelen úr, a hol győzött
már mielőtt harczolt volna: ott nem is válik külön az embertől, hanem
benne magában van megtestesűlve. Kizár minden jót s korlátlanul
uralkodik. A merőben gonosznak, például III. Rikhárdnak, nem
jelenik meg az ördög.
XXII.