Personal Development for Leadership

and Strategic Management

Lecture 6
 Chapter 8

Leading Teams
 Part 3 (Ch 8-10)-Leading
• Part III focuses on the practical business of leading groups and organizations, including participative
management and leading teams, leading change, and developing leaders.

• After studying Part III, you will understand the challenges of leading teams and organizations through
change and the approaches, methods, and tools available for developing leaders.

• Organizations have changed considerably in recent years. The pressure for faster decision making,
increased flexibility, managing diversity, and addressing global challenges represent just a few of the
changes.

• To be successful and remain competitive, leaders must be able to respond quickly to increasing
environmental pressures

• The use of teams and increased employee involvement and participation in decision making are central
themes in organizations’ attempts to stay agile in the face of these demands and remain effective

• Our highly dynamic organizations must also find ways to help their leaders renew themselves and develop
to be ready to address the many unknown challenges they will face.
 Part 3 (Ch 8-10)-Leading

 Chapter 8 focuses on leading teams and participative management.

 Chapter 9 completes the discussions we started in Chapter 6 regarding the

change-oriented theories of leadership by considering how leaders manage
change.

 Finally, Chapter 10 explores the various ways in which leaders can improve and
develop their skills and renew themselves to be able to continue being effective.
Learning Objectives

• Understand when and why participation

should be used to improve leadership
effectiveness.
• Explain the benefits of and provide
guidelines for delegation.
• Apply the use of various types of teams
and self-leadership.
• Lead teams effectively and manage and
avoid team dysfunctions.
 The Leadership Question

• What are the factors that make the implementation of teams so

challenging for many leaders?
• What can be done to improve the situation?
 Leading Teams

01 PARTICIPATION AND TEAMS

DELEGATION
02
TEAMS AND SELF-
03
LEADERSHIP

Dysfunctions in Teams
04
05 Helping Teams Become Effective
 PARTICIPATION AND TEAMS
• Few leaders use extreme
autocratic or delegation styles;
rather, most rely on a style that
falls somewhere in between.

• Similarly, few organizations are

either entirely team based or make
no use of teams at all.

• Most fall near the middle of the

continuum, with a combination of
teams and traditional hierarchical
structures
 Benefits of Participation and Teams

Kevin O’Connor, cofounder of Doubleclick and

CEO of Find the best, a data comparison engine, believes that:

“Having a great idea isn’t enough to build a great company. what it really takes is

teams of talented people, organized in ways that truly let them shine”
 Benefits of Participation and Teams

A recent survey indicates increasing cooperation and collaboration is a key

concern for managers and that 46 % of companies rely on virtual teams that
work across time and space

“If you want employees to be productive, you have to create a

nurturing environment and let them be creative”
 Benefits of Participation and Teams
• Information sharing, group decision making which
results in better decision on complex tasks
(Synergy)
• Increase in follower motivation, empowerment and
commitment
• Positive impact on performance, profitability,
competitiveness, and employee satisfaction

• Development of followers and studies shows that

weaker members do best when working in a team
• Additionally, teams have been found to learn faster
even when they do not receive feedback and the
team experience can even help individuals make
better decisions on their own
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 Criteria for Use of Participation
 Despite its many potential benefits, participation and use of teams are not a cure-all. Their use is
more appropriate in some situations than in others and should follow a contingency approach

 After many years of debate and research about participative management in social sciences and
management, clear criteria suggest when participative decision making would be most appropriate

When the task is complex and quality is important

When follower commitment is needed
When there is time availability
When the leader and follower are ready
When the leader and followers can easily interact
Criteria for Use of Participation
 Kiwi Airlines Case

• The classic case of Kiwi Airlines presents an example of the potential pitfalls of mis- managed participation

• When Kiwi Airlines was founded in 1992, it quickly became the symbol of all that is good about participative
and egalitarian ‫ ا**لمساواة‬leadership, aimed at creating a family atmosphere for all its employees

• The employees were all owners with varying degrees of shares and the corresponding pride and desire for
involvement, control, and commitment that come from ownership.

• All decisions were made with full participation. All employees, regardless of levels, pitched in to get the job
done and deliver the quality service that soon earned Kiwi honors in surveys of airline quality

• The chairman of Kiwi, Robert W. Iverson, attributed the stunning growth and success to the employees’
commitment and the organization’s egalitarian culture
 Kiwi Airlines Case
• In 1994, the chairman was booted out of officeA‫ طرد منمنصبه‬.This event revealed serious management
and organizational deficiencies within the airline

• The dark side of participation was an amazing lack of concern for management decisions.
• Many employee-owners failed to follow management directives if they did not agree with them.
• Employees demanded input in every decision, a factor that led to stagnation ‫ ركود‬in decision making and
an inability to act to solve problems

• Iverson admitted, “One of the stupidest things I ever did was call everybody owners. An owner is
somebody who thinks he can exercise gratuitous control ‫لمبررة‬AA‫لسيطرة غير ا‬AA‫ا‬

• The case of Kiwi Airlines demonstrates the ineffective use of participation. A few managers could have
handled many of the decisions more effectively and efficiently than the employees did through
participation.
• As is the case with many management tools, situational factors impact whether participation should be
used and whether it is likely to provide better results.
 Role of Culture in Participation
An important issue when considering the use of participation is national cultural values as it
affect whether leaders can use participation successfully
• Collectivist cultures emphasize cooperative team processes, compensation, and promotion
that take into consideration the group
• Higher power distances reduces team empowerment
• Humane orientation, which includes concern for others and responsibility for their well-being,
may also be a factor supporting team-oriented and participative leadership
Example:
• The Japanese culture, with its strong emphasis on conformity, consensus, and collectivity at the expense
of individual goals, supports the use of participative management, despite its relatively high-power
distance. Participation in Japan is a mix of group harmony and consensus, with elements of directive
leadership
• Horizontal-vertical dimension also plays a role
Hofstede’s Cultural Dimensions
 Role of Culture in Participation
Horizontal Culture : Horizontal orientation emphasizes equality

Examples:
• In China, establishing cooperative goals and taking care of relationships help participative leadership
• In horizontal individualist cultures such as Sweden, participation and team cooperation are much easier because all
individuals are equal.

Vertical culture: Vertical orientation emphasizes hierarchy

Examples:

• vertical collectivistic culture, individuals are expected to sacrifice their personal goals for the good of the group

• Mexico, which is also relatively high on collectivism, power distance, and masculinity, has a well-established tradition of
autocratic leadership without a history of participative leadership

• Cultures such as the United States and Australia, with relatively egalitarian power distributions and vertical
individualism, pose a different challenge. The low-power distance allows for participation, but the value placed on
individual autonomy and individual contribution can be an obstacle to cooperation in a team environment
 Leading Teams

01 PARTICIPATION AND TEAMS

DELEGATION
02
TEAMS AND SELF-
LEADERSHIP
03
Dysfunctions in Teams
04
Helping Teams Become Effective
05
 2- DELEGATION

The trick is to get truly world-class people working

directly for you so you don’t have to spend a lot of

time managing them,” says Critóbal Conde,

president and CEO of SunGard, a soft- ware and

technology services company

 2- DELEGATION
• Delegation means appointing someone to as deputy ‫ ا**لنائب‬or representative
and entrusting that person with a task.

• It differs from participation in a number of ways although many managers

consider it an aspect of participation
For example,
• Many leaders define themselves as participative
managers if they delegate tasks to their subordinates.

• Although this practice might lead to more subordinate

participation in decision making, the goal of
delegation is not necessarily to develop employees or
create more commitment, Neither does delegation
always involve power sharing with employees
 Benefits of Delegation
• Frees leaders’ time for new tasks and strategic activities
• Provides employees with opportunities to learn and develop
• Allows employees to be involved in tasks
• Allows observation and evaluation of employees in new tasks, gather
performance-related information that can be used for further development,
evaluation
• Preparation of employees for promotions (succession planning)
• Provide a safe environment and let employees present work that is not
perfect so that they can learn from their mistakes
• Increases employee motivation and satisfaction
 Guidelines for Good Monitor and provide
Delegation feedback
Delegate pleasant and Keep track of progress and provide feedback
during and after task completion at regular
unpleasant tasks intervals
Provide followers with a variety of 01
experiences. Delegate to different
Clarify goals and 07 02 followers
expectations Delegate to most motivatedas well as those who
have potential but no clear track record of
Provide clear goals and guidelines performance
regarding expectations
and limitations
Create a safe environment
06 03 Encourage experimentation; tolerate honest
mistakes and worthy efforts that may fail.
Provide support and
authority Develop your own coaching
provide necessary authority and 05 04 skills
resources such as time, training, Take workshops and training classes to
and advice needed to complete the ensure that you have the skills to delegate.
task.

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 What to delegate?
• One area that cannot and should not be delegated is personnel issues.
• Unless an organization or department is moving toward self-managed teams
(SMTs) that have feedback and performance-evaluation responsibility, the
task of performance management remains the leader’s responsibility.

• For example, it would be inappropriate for a manager

to delegate the task of disciplining a tardy employee to
a subordinate or to expect the latter to monitor and
manage the performance of coworkers
• The situation of SMTs often changes this guideline
 Leading Teams

01
PARTICIPATION AND TEAMS
DELEGATION
02
TEAMS AND SELF-
LEADERSHIP
03
Dysfunctions in Teams
04
Helping Teams Become Effective
05
 EVOLUTION OF PARTICIPATIVE
MANAGEMENT: TEAMS AND SELF-
LEADERSHIP

• Although teams are not uniformly successful and they often pose
considerable challenges for organizations a large number of organizations
continue to use them as a technique to increase creativity, innovation, and
quality.

• The example of Google in the Leading Change case shows that making
teams successful takes considerable effort, everything in the organization is
focused on collaboration and engagement, factors that are key to the
successful implementation of teams. Simply putting, for people to work in
teams is clearly not enough.
 Characteristics of
Teams
1- Committed to common goals

2- Mutually accountable

3- Culture based on trust and

collaboration
4- Shared leadership based on
facilitation

5- Teams develop Synergy

 Characteristics of Teams
1. Members are fully committed to common goals they develop, Members must
agree that the team goal is worthwhile and agree on a general approach for
meeting that goal. Such agreement provides the vision and motivation for team
members to perform.
2. Members are mutually accountable to one another, Whereas group members
report to the leader or their manager and are accountable to this person, team
members take on responsibility and perform because of their commitment to the
team.
3. Members trust one another, culture based on trust and collaboration, Team
members are willing to compromise, cooperate, and collaborate to reach their
common purpose. A collaborative climate does not mean the absence of conflict.
Conflict can enhance team creativity and performance if handled constructively
 Characteristics of Teams

4. Shared leadership based on facilitation Whereas groups have one assigned leader,
teams differ by sharing leadership among all members. Although this shared
leadership is essential, leaders continue to play an important role in the success of
teams. Particularly, leaders can help encourage a culture of collaboration , and help
team learning by empowering members

5. Teams develop Synergy, Synergy means that team members together achieve
more than each individual is capable of doing. Whereas group members combine
their efforts to achieve their goal, teams reach higher-performance levels
 Self-Managed Teams
• Self-managed teams (SMTs), which are teams of employees with full
managerial control over their own work

• Numerous organizations, such as Toyota, General Foods, and P&G, have

used SMTs successfully for decades, as well as google team are given both
authority and autonomy to make many of their decisions

• SMTs exhibit the following characteristics:

 Self-Managed Teams
1- Power to manage their work. SMTs can set goals, 4- The power to implement decisions. Team
plan, staff, schedule, monitor quality, and implement members have the power and the resources
decisions necessary to implement their decisions.

2-Members with different expertise and

functional experience. Team members can be 5- Coordination and cooperation with
from marketing, finance, production, design, other teams and individuals affected by
and so on. Without a broad range of the teams’ decisions. Because each
experience, the team cannot manage all team is independent and does not
aspects of its work. formally report to a manager, the teams
themselves rather than managers must
3- Absence of an coordinate their tasks and activities to
outside manager. The assure integration.
team does not report to
an outside manager.
Team members manage
themselves, their budget,
6- Team leadership
and their task through based on facilitation.
shared leadership.
Team Success Factors
The success of the team depends on a number of key factors
:

1- Members Selection: First, the members of a team have to

be selected carefully for their complementary skills and
expertise (interpersonal skills and technical skills)

2- The team members need to focus on and be committed to

the team goal

3- The team task must be appropriately complex, and the

team must have the critical resources it needs to perform the
task

4-The team needs enough power and authority to accomplish

its task and implement its ideas.
 Self-Leadership
• An extension of participative leadership is the concept of self-leadership.

• Whereas in both traditional and participation-based leaderships the source of leadership is

external to followers and it resides with the leader, in self-leadership, the follower leads himself or
herself

• Self-leadership is the process of influencing oneself ,

the follower leads himself or herself

• The concept is based on social cognitive theory that recognizes that people can manage and
control their behavior and on intrinsic motivation theory that suggests that natural internal rewards
can be a powerful motivators

• As we empower individual employees and provide them with training in various areas of
business, we expect them to make increasingly independent decisions
 Self-Leadership
• Self-leadership suggests that instead of leaders who rely on fear (the “strong man”), focus on narrow
exchange relationships (the “transactor”), or inspire commitment while discouraging thinking (the
“visionary hero”), leaders and followers must focus on leading themselves.

As a result, team members must be taught and encouraged to:

 Make their own decisions and accept responsibility to the point where they no longer need leaders.

 Self-leadership within teams means that all team members set goals and observe, evaluate, critique,
reinforce, and reward one another and themselves
 The role of formal leaders is, therefore, primarily to lead others to lead themselves or “to facilitate the
self-leadership energy” within each subordinate
 Elements of Self-Leadership
• Develop positive and motivating thought patterns. Individuals and
teams seek and develop environments that provide positive cues and a
supportive and motivating environment.

• Set personal goals. Individuals and teams set their own performance
goals and performance expectations.

• Observe their behavior and self-evaluate. Team members observe their

own and other team members’ behaviors and provide feedback and critique
and evaluate one another’s performance.
• Self-reinforce. Team members provide rewards and support to one another.
 Leaders’ role in Self-Leadership

• Contrary to views of heroic leadership, whereby the leader is expected to provide answers to all
questions and to guide, protect, and save subordinates, the concept of self-leadership suggests
that leaders must get their subordinates to the point where they do not need their leader much
through the use of
• job-design techniques,
• the development of a team culture,
• proper performance management,
• and the modeling of self-leadership,

The leader sets up internal and external substitutes for leadership. :

• The right job design and the team are the external substitutes.
• The employees’ developing skills and internal motivation serve as internal substitutes for the
presence and guidance of a leader
 Strategies for Developing Self-Leadership

Listen more; talk less

Ask questions rather than provide answers
Share information rather than hoard it ‫ا*كتنازها‬
Encourage independent thinking rather than
compliant followership ‫ا**ألتباع ا**لمتوا*فقة‬
Encourage creativity rather than conformity‫ا**لمطابقة‬
 LEADING
TEAMS
EFFECTIVELY
 Structural Factors in Building Effective Teams

1. Size of the team:

2. Composition of the team

3. Role of leaders
 Structural Factors in Building Effective Teams

1- Size of the team:

Groups should be small enough for members to work closely together and interact easily

While there is no ideal group size, groups larger than eight to twelve members are less likely to function smoothly.

Additionally, having an odd number of members may protect against deadlocks in case of disagreement

As size increases, individuals do not have the opportunity to participate and are less likely to take responsibility for their actions
and the team outcomes

Additionally, as groups get larger, subgroups form to deal with different issues or to take on different parts of the task, subgroups
have the potential to lose touch with one another and the result can lead to poor coordination of activities
 Structural Factors in Building Effective Teams

2- Membership or group composition

Homogeneous members, meaning members who have similar backgrounds, achieve higher cohesion and often can reach
decisions more quickly

Because of the similarity of perspective, are likely to achieve cohesion faster, agree on processes and alter- natives, thereby
reducing conflict and providing members with validation, and a sense of being right and of unanimity
However, too much similarity can cause several problems:

1- The higher cohesion, and sometimes false belief in the rightness of the group, is one of the key contributing factors to
Groupthink
2- Homogeneous groups tend to lose their creativity
3-Diverse perspectives have been found to be important when facing complex situations particularly when the group is facing
ethical and moral dilemmas‫معضالت‬
4- Diverse groups consider a wider range of alternatives and can generate higher quality decisions
5- conflict, when managed well, can be highly beneficial to teams and their creativity
 Structural Factors in Building Effective Teams

Coor Defi
dinat ne • The role of the leader changes in a team environment, but it does not altogether disappear
e
tea
activi
m • The leaders are not in charge and are not meant to command and control; team leadership
ties Mak
Help bou
e
defin ndar
indivi
must be less hands-on , many refer to team leaders as facilitators and coaches

3- Role of leaders
e ies
dual •
goals
contr
Leaders help teams define their goals and their boundaries, so that the team members
Obtai Couns
ibuti
n el and know what they should focus on and what areas they need to stay away from.
traini ons
encou
ng Obser
Help
rage • Many teams fail because they take on too much or ignore organizational realities and
ve
mana
ge from constraints ‫ا**لحقائقوا**لقيود‬
confli distanAss
ct ceess • The leader’s central activities, therefore, become assessing the team’s abilities
the
tea and skills and helping them develop necessary skills, which includes getting the
m
right type of training
 Team Training Activities
• Team building to clarify team goals and member
roles and set patterns for acceptable interaction
• Cross training to ensure that team members understand
one another’s tasks
• Coordination training to allow the team to work
together by improving communication and
coordination
• Self-guided correction to teach team members to
monitor, assess, and correct their behavior in the
team
• Assertiveness training A‫زم‬A‫ ج‬to help team members
express themselves appropriately when making
requests, providing feedback, and other
interactions among themselves

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 WHAT DO YOU DO?

You have been assigned to put together a team to support a high-profile

client with a new product your company has developed. Your boss has
given you the pick of any one you would like, but she is suggesting that
you pick the best and the brightest performers to assure that the client gets
top-notch service. What factors do you consider to create your team?
 Leading Teams
PARTICIPATION AND TEAMS
01
DELEGATION
02 TEAMS AND SELF-
LEADERSHIP
03
Dysfunctions in Teams
04
Helping Teams Become Effective
05
 Managing Dysfunction in Teams
• Although teams can provide considerable benefits to organizations, they can
also provide challenges to their leaders, the typical problems that may occur in
teams:
 Managing Dysfunction in Teams

1- GROUPTHINK : w hen group members focus on being cohesive, do not express

disagreement or think critically, and as a result, make bad decisions

When cohesive groups face a complex situation, they insulate themselves from outsiders
and fail to consider alternatives, instead reaching for quick agreement that protects the
group sense of cohesion.

Groups that fall prey to Groupthink show a number of symptoms, including the illusion of
invulnerability ‫ مناعة‬and unanimity ‫إ*جماع‬, collective rationalization ‫ ا**لتبرير ا**لجماعي‬, self-
censorship ‫ ا**لرقابة ا**لذا*تية‬and pressure on dissenters ‫ ا**لضغط علىا**لمع*ارضين‬.

As a result, alternatives are not evaluated, the group strives toward quick agreement, and
the group fails to develop contingency plans, all leading to poor decision making

Encouraging dissent‫مع*ارضة‬, building diverse membership, and bringing outsiders to the

group, one of the primary solutions to avoiding Groupthink is for the leader to avoid pushing
the group to reach a consensus, to assign members to be critical evaluators
 Groupthink
Antecedents‫ا**لسوا*بق‬
Symptoms
High cohesion
Complex situation Illusion of invulnerability
Strong leader Belief in morality of group
Insulation from outside Rationalization
Lack of procedures Stereotyping of outsiders
Self-censorship
Illusion of unanimity
Direct pressure
Self-appointed mindguards
POOR DECISIONS
Consequences
Poor information gathering
Selective information processing
Few alternatives
Failure to consider risk
Failure to evaluation alternatives
No contingency plan
 Managing Dysfunction in Teams
2- FREE RIDERS

• One of the common complaints people have when working in teams is the presence of people who do not
contribute fully but still benefit from the work of the team , Called Free Riders

• These individuals appear to be more common in individualistic cultures.

• In collectivistic cultures, the sense of group and the need to be part of the group
often prevents people from free-riding

• The actual or perceived presence of free-riders can be highly detrimental to team effectiveness, potentially
leading other members to reduce their input and contribution for fear of being taken advantage of or even
looking to punish the free-rider, which can backfire and further damage the group’s effectiveness

• Dealing with free-riders quickly is an essential role for team leaders.

 Managing Dysfunction in Teams
3-NEGATIVITY AND BAD APPLES

• One team member with a bad attitude can greatly impact the culture of an organization

• As is the case of with positive behavior and attitudes, negativity can quickly spread and
damage the cohesion, effectiveness, or even lead to unethical behavior of a team

• The “bad apples” are often focused on their own goals, uncooperative or domineering
‫ ا**الستبداد‬, and unwilling to contribute.

• Their constant complaining and lack of motivation draw the group down and prevent other
team members for achieving the group’s goals.
 Managing Dysfunction in Teams

4- LACK OF COOPERATION

• The primary reason teams fail is because team members are not really team players.
• An effective team is one in which members trust one another to work toward a
common goal.
• Cooperation depends heavily on the presence of trust and a resulting sense of safety
within the team, both of which allow group members to experiment, learn, and make
mistakes without fear of ridicule and retribution ‫ا**لسخرية وا**لقصاص‬
 Helping Teams Become Effective

There are many recommendations for how to help teams become effective

• Voluntary membership : membership in teams should be voluntary

• Their objective and purpose must be clear

• Appropriate training : Team leaders must be ready to provide appropriate training and manage conflict while encouraging

constructive dissent ‫مع*ارضة ب***ناءة‬

• Monitor the team and continuously assess its health and effectiveness (Prevent any dysfunctional characteristics)

• Develop cooperation and trust, which requires a number of factors

Building Trust
• To build trust, team members must
demonstrate integrity, hard work,
and mutual respect.

• They must reward cooperation

rather than competition,

• be fair to one another, celebrate

success team and individual
success, and communicate openly

• Finally, celebrating small and big

success and progress further builds
cohesion and trust essential to team
effectiveness
 The Leadership Question Revisited

 Teams can be overused and organizations do not reward teams well

 To succeed team should be used only when they can actually contribute
more than individuals could
 Train members and leaders well
 Leaders must delegate effectively and help teams clarify the boundaries
of their tasks and responsibilities
 Teams are not a cure-all, but rather one of the tools available to
leaders.
 Leadership Challenge

• Focuses on guidelines for delegation

• Listens to feedback, even if unpleasant
• Tasks should be spread among followers
• Delegation to different people provides opportunity to
develop followers and observe performance
• Volunteers are highly valuable; they have the motivation
to do the task
 Leading Change:
Google Case

• Happiest place to work

• Extensive data collection on what makes employees
engage and collaborate
• Use data to create a supportive workplace
• Chief culture officer in charge
• Flat structure and participatory leadership
• Provide employees with opportunity to contribute to
society
THANK YOU