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Pertemuan 21(Off-Class)

Leadership in Teams and Decision Groups

Matakuliah : MPG09344-010 / Leadership and Organisation

Tahun : 2005

Versi : versi/revisi 0

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Learning Outcomes

After studying these chapters students should be able to:• Understand the process that determine how well a group performs

an operational task.• Understand the different types of teams that are commonly used in

organizations and their implications for leadership.• Understand how leadership is shared in self-managed teams and

the conditions that make these teams more effective.• Understand the advantages of cross-functional teams and the

difficulties confronting leaders of these teams. • Understand procedures to facilitate team learning and procedures to

build trust and cooperation among team members.• Understand why some groups make better decisions than others.• Understand the primary leadership functions in decision groups• Understand procedures for leading successful meetings.

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Outline Materi

• Nature of Teams• Functional Teams• Cross-Functional Teams• Self-Managed Work Teams• Self-Defining Teams• Virtual Teams• Procedures for facilitating Team Learning• Guidelines for Team Building• Decision Making in Groups • Leadership Functions in Meetings• Guidelines for Leading Meetings• Summary• Cases

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Leadership in Teams and Decision Groups

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Nature of Teams

• Different types of teams– Functional operating teams– Cross-functional teams– Self-managed teams– Self-defining teams– Executive teams

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Functional Teams

• Leadership in functional teams

• Alignment and task commitment

• Member skills and role clarity performance strategies

• Mutual trust and cooperation

• Resources and political support

• External coordination and adaptation

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Cross-Functional Teams

• Potential benefits

• Leadership challenges

• Leadership skills and behaviors– Technical expertise– Administrative skills– Interpersonal skills– Cognitive skills– Political skills

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• Leadership behaviors in cross-functional teams– Envisioning– Organizing– Social integrating– External spanning

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Self-managed work teams

• Potential advantages• Internal leadership roles• External leadership role• Research on self-managed teams• Facilitating conditions for self-managed

teams– Clearly defined objectives– Complex and meaningful task– Small size and stable membership

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– Substantial authority and discretion– Access to information– Appropriate recognition and rewards– Strong support by top management– Adequate interpersonal skills

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Self-defining teams

• The form of team with the greatest amount of autonomy

• Self-defining teams and Distributed leadership

• Problems with self-defining teams

• Cases : Moosewood and Gore

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Virtual Teams

• The members are geographically separated and they seldom meet face-to-face.