DESCRIPTION

Today Leadership in organizational work teams is a rapidly expanding area of leadership

theory and research.

Teams consist of members who are interdependent, share common goals, and coordinate
activities to achieve these goals. Types of teams include project management teams, task
forces, work units, standing committees, quality teams, and improvement teams. Teams
play a crucial role within organizations, with each member having specific roles requiring
certain skills and knowledge (Levi, 2011) , The study of groups began in the 1920s and
1930s, focusing on collaborative efforts rather than individual ones, as promoted by
scientific management theorists. In the 1940s, attention shifted to group dynamics and
social science theory. The 1950s emphasized sensitivity training and the role of leadership
within groups, Organizations developed faster response capabilities through flatter
structures relying on teams and new technology for communication (Porter & Beyerlein,
2000). The "team-based technology-enabled" organization emerged as a means to quickly
adapt to rapid changes (Mankin, Cohen, & Bikson, 1996) ,

leadership functions can be performed by the formal team leader or shared among team
members

early research focused on formal leaders, future studies should explore shared leadership
within teams, with leadership provided by anyone meeting the team's needs (Morgeson,
DeRue, & Karam, 2010)

Team Leadership Model

The team leadership model in this chapter emphasizes the pivotal role of leadership in
achieving team effectiveness It offers a mental framework to aid upcoming leaders in
diagnosing and addressing team issues.
Hill's Model for Team Leadership (Figure 12.1) asserts that a leader's primary role is to
monitor the team and take necessary actions to ensure its effectiveness. This model serves
as a tool for understanding the intricate dynamics of team leadership, beginning with initial
leadership decisions, moving through leader actions, and focusing on indicators of team
effectiveness. It integrates mediation and monitoring concepts (Barge, 1996; Hackman &
Walton, 1986) with team effectiveness research (Hughes, Ginnett, & Curphey, 1993; Larson
&

Effective team leaders require a broad range of communication skills so that the model
designed to simplify and clarify the complexities of team leadership, providing an easy-to-
use tool for leadership problem-solving , plus that this model considers both the team's
immediate problems and the broader environmental and organizational contexts. The
leader must understand the team problem and possible solutions within these constraints
and resources Zaccaro et al., 2001).

Leaders bear a special responsibility for facilitating team effectiveness Leadership

behavior is viewed as team-based problem-solving, where the leader aims to achieve team
goals by analyzing both internal and external situations and selecting and implementing
suitable behaviors to ensure effectiveness (Fleishman et al., 1991). Moreover, leaders must
discern which problems require intervention and decide on the most appropriate solutions,
which can vary based on the circumstances (Zaccaro et al., 2001). Effective leaders are
adept at determining necessary leadership interventions to resolve team issues

### Team Effectiveness

**Leadership Decisions**

Figure 12.1 illustrates the team leadership model, starting with "Leadership Decisions,"
which highlights the critical choices a leader must make to enhance team performance
and end with what the leader must decide whether to intervene internally (within the team)
or externally (in the team's environment). The primary decision is whether to continue
monitoring the team or to intervene and take action.
Figure 12.1

Leadership Actions for Task Performance Improvement**

The functional approach to leadership provides some action and these internal relational
leadership actions focus on strengthening relationships and promoting a positive team
dynamic like the below

**Internal Relational Leadership Actions:**

1. **Coaching team members in interpersonal skills:** Providing guidance and support to

team members to improve their interactions and relationships within the team.

2. **Collaborating (including, involving):** Encouraging teamwork and involvement among

team members to foster collaboration and shared responsibility.
3. **Managing conflict and power issues (avoiding confrontation, questioning ideas):**
Addressing conflicts and power dynamics within the team by promoting constructive
dialogue and resolving issues in a fair and transparent manner.

4. **Building commitment and esprit de corps (being optimistic, innovating, envisioning,

socializing, rewarding, recognizing):** Cultivating a positive team culture and morale by
inspiring optimism, fostering innovation, and recognizing and rewarding contributions.

5. **Satisfying individual member needs (trusting, supporting, advocating):** Attending to

the individual needs of team members by providing support, trust, and advocacy.

6. **Modeling ethical and principled practices (fair, consistent, normative):**

Demonstrating ethical behavior and upholding principles of fairness, consistency, and
integrity as a role model for the team.

**External Environmental Leadership Actions:**

1. **Networking and forming alliances in the environment (gathering information,

increasing influence):** Building connections and gathering information from the external
environment to enhance the team's effectiveness and influence.

2. **Advocating and representing the team to the environment:** Acting as a spokesperson

for the team and advocating for its needs and interests in the broader organizational or
societal context.

3. **Negotiating upward to secure necessary resources, support, and recognition for the
team:** Engaging in negotiations with higher management or external stakeholders to
obtain resources, support, and recognition for the team's efforts.

4. **Buffering team members from environmental distractions:** Shielding the team from
external disruptions or distractions that may hinder its performance or progress.

5. **Assessing environmental indicators of the team's effectiveness (surveys, evaluations,

performance indicators):** Monitoring and evaluating external factors and indicators that
may impact the team's effectiveness and performance.

6. **Sharing relevant environmental information with the team:** Communicating

important information about the external environment to the team to keep them informed
and prepared.
By implementing both internal relational and external environmental leadership actions,
leaders can create an environment conducive to task performance and support their teams
in achieving their goals effectively.

Summary

** Collaboration in teams requires clear performance standards, timely issue resolution,

and recognition of exceptional performance. External support, such as resources and
rewards, is vital. Principled leadership guides cognitive, motivational, and coordination
processes and about Effective of team leadership entails goal setting, collaboration,
confidence building, expertise demonstration, priority setting, and performance
management. Ongoing assessment promotes improvement.