LEADERSHIP THEORIES; TEAM

DEVELOPMENT

NDEJJE UNIVERSITY

Mr. Musa Manga Nsubuga

PhD (Cand.) UK; MSc Eng. Envir. (1.1 Dist) Leeds, UK; BSc.
Const.(1.1 Hons) MAK; Dip. Arch

FACULTY OF ENGINEERING AND SPORTS SCIENCE

DEPARTMENT OF CIVIL ENGINEERING
  Together
 Everyone

 Achieves

 More

Teams:
Bettering the Workplace
 INTRODUCTION
 Teamwork is essential
 Individuals are becoming less autonomous
 Top ten Fortune 500 Companies are globally diverse
 Universities have international study programs
 4-H’s experiential learning method involves teamwork
 College students #1 dislike about any leadership class: Group
work
 Because the process takes longer than we like, but team
development process is essential to success
 WHAT IS A TEAM?
 A team is a group of people working together to achieve a
common purpose for which they hold themselves
accountable
 This team will:
 Share a work product

 Have interdependent tasks

 Share responsibility of results

 Have a commitment to work together

 Manage relationships across boundaries

 WHY TEAMS?
 Complex tasks
 Creativity is
 Path/direction unclear
 Efficient use of resources needed
 High commitment is desired
 Members have a stake in the outcome
 No one individual has sufficient knowledge to solve the
problem
 TYPES OF TEAMS
 Problem resolution team
 Resolve problems on an on-going basis

 Creative teams
 Explore possibilities and alternatives

 Tactical team
 Execute a well-defined plan
WHAT IS TEAM BUILDING?
STAGES OF TEAM DEVELOPMENT
 Kipp and Kipp (2000) say:
 Dysfunctional teams/groups often prevent themselves
from being effective and productive
 Handle conflict badly

 Follow unwritten rules that limit effectiveness and waste

time

 Research has provided steps to aid in successful

development of teams
 STAGES OF TEAM DEVELOPMENT
 Tuckman and Jenson (CITE) list different stages of
development for a team
 Team must go through the stages to maximize their
potential and become a successful unit
 Not necessarily universal or sequential in nature, but
knowing these stages is helpful in
• Recognizing where a team is in their development
• Knowing what is happening to a team and why

• Knowing what to do next

STAGES OF TEAM DEVELOPMENT
 Tuckman and Jenson model has 5 steps, but team
development is a continual process
 An event could move a team from stage four back to stage
one or two
 A team may be at stage three for one task, but stage four
for another
 Some teams pass easily between stages
 Some teams reach a level and become stagnant

 Each stage has it own characteristics

 STAGES OF TEAM DEVELOPMENT
1. Forming
2. Storming
3. Norming
4. Performing
5. Reforming/Adjourning
 FORMING - STAGE 1
 High dependence on leader for guidance and direction.
Little agreement on team aims other than received from
leader. Individual roles and responsibilities are unclear.
Leader must be prepared to answer lots of questions about the
team's purpose, objectives and external relationships.
Processes are often ignored. Members test tolerance of system
and leader. Leader directs (similar to Situational Leadership
'Telling' mode).
 FORMING - STAGE 1
 Team Activities/Characteristics
 Get acquainted

 Test boundaries

 Task define

 Initial goal setting

 Rules established
 STORMING - STAGE 2
 Decisions don't come easily within group. Team members
vie for position as they attempt to establish themselves in
relation to other team members and the leader, who might
receive challenges from team members. Clarity of purpose
increases but plenty of uncertainties persist. Cliques and
factions form and there may be power struggles. The team
needs to be focused on its goals to avoid becoming distracted
by relationships and emotional issues. Compromises may be
required to enable progress. Leader coaches (similar to
Situational Leadership 'Selling' mode).
 STORMING - STAGE 2

 Team Activities/Characteristics
 Differences emerge
 Conflict
 Task related interactions
 NORMING - STAGE 3
 Agreement and consensus largely forms among team, who
respond well to facilitation by leader. Roles and
responsibilities are clear and accepted. Big decisions are
made by group agreement. Smaller decisions may be
delegated to individuals or small teams within group.
Commitment and unity is strong. The team may engage in fun
and social activities. The team discusses and develops its
processes and working style. There is general respect for the
leader and some of leadership is more shared by the team.
Leader facilitates and enables (similar to the Situational
Leadership 'Participating' mode).
 NORMING - STAGE 3
 Team Activities/Characteristics
 Issues are Conflicted and Resolved
 Spirit of cooperation
 Communication
 Group Unity and Culture Established
 PERFORMING - STAGE 4
 The team is more strategically aware; the team knows clearly
why it is doing what it is doing. The team has a shared vision
and is able to stand on its own feet with no interference or
participation from the leader. Disagreements occur but now
they are resolved within the team positively and necessary
changes to processes and structure are made by the team. The
team is able to work towards achieving the goal, and also to
attend to relationship, style and process issues along the way.
team members look after each other. The team requires
delegated tasks and projects from the leader. The team does not
need to be instructed or assisted.
 PERFORMING - STAGE 4
 Team members might ask for assistance from the leader
with personal and interpersonal development. Leader
delegates and oversees (similar to the Situational
Leadership 'Delegating' mode).
 Team Activities/Characteristics
 Group self management

 Autonomy
 Team unity

 Problem solving
 REFORMING/ADJOURNING – STAGE 5

 Team Activities/Characteristics
 Evaluate the project
 Evaluate the process
 CHECKLIST FOR DEVELOPMENT
 Kipp and Kipp (2000) authored a checklist to aid in
successful development of a team
 Being authentic is key to team development

• Know your strengths and challenges, as well as the

strengths and challenges of your followers
• Honesty will help you go authentically through the
process
 Willingness to bring a “whole person” is also key

• Develop the capacity to be vulnerable with each other

 CHECKLIST FOR DEVELOPMENT
 6 additional elements/questions to ask about your team:
 Goals: What constitutes success for us in a particular situation
and overall?
 Roles: What are our expectations and what do we expect from
each other?
 Rules: What are our agreements on decision making, work
ethic, and follow-through?
 Relationships: How do we handle conflict, ambiguity, rumor,
secrecy, trust, etc?
 Results: How do we determine performance day to day? What
are our dials?
 Rewards: What is in it for us individually and collectively? Are
we ok with that?
 TEAM BUILDING
FOUR REASONS AND STRATEGIES FOR
EACH
 New group formation and improved relationships
 Self disclosure exercises
 Team challenges
 Temperament or styles profiles

 Problems in group dynamics

 Conflict management
 Reflective listening
 Communication
 Community building
 TEAM BUILDING
FOUR REASONS AND STRATEGIES FOR
EACH
 Barriers to goal attainment
 Role definition
 Decision protocols

 Systems thinking

 Resolution of goals and game plan

 Business strategy
 Management philosophy

 Team charter development

TASK ROLES FOR TEAM MEMBERS
 Information Giver
 Information Seeker
 Initiator
 Opinion Giver
 Elaborator
 Consensus Seeker
 Clarifier
 Standard Setter
 Representative
 PROCESS ROLES FOR TEAM
MEMBERS
 Encouraging
 Gatekeeping
 Listening
 Harmonizing
 Yielding
 Accepting
 Supporting
 REFLECTION QUESTIONS
 What is a team and when should we use teams?

 Describe an example in your own experiences where you

have been involved in an effective team.