organizational behavior presentation
TRANSCRIPT
Organizational Behavior
Presented by : Harram Aneeqa
Creative Leadership Process in Project Team
Development- An Alternative to
Tuckman’s Stage Model
Authors : Tudor Rickards Susan Moger
Published in British Journal of Management
OutlineIntroductionLeadership TheoriesCreativity and Team developmentTuckman’s model of team
developmentPreliminary empirical studies Creative leadership and team
factorsConclusion
IntroductionFocusing on Project Teams
Coordinated actions directed toward non-routine goals
Clearly defined tasks Relatively stable membership Stable Leadership
Theories of
Project Teams
Creativity
New Conceptu
al Framewor
k
Empirical Evidences from Industrial settings
Gap Identified
Important unresolved issues in Project teams studies
Clarification required in domains of creative problem solving and team development modeling
Creativity in Project WorkTeam Structure facilitates production of
taskCreative Processes and Creative Products
Osborn proposed that excellence in teams is achieved by brainstorming
Creativity
Studying creativity theories in many contexts finally concluded that:
Creativity is a necessary characteristic of teams engaged in generating new and valued output.
But still issue remained unexplored that which feature differentiate creative teams from others
Leadership- Theories & Consequences
Theories suggest that:Creative performance of teams is
enhanced by leadership interventionsLeadership roles facilitates teams in
generating creative outputsCreative team leader is basically a
facilitatorOhio studies showed two dimensions:
Task Oriented and Relationship Oriented
Ekvall Study
Creative ClimateCreative Leadership
Group Innovativeness
Warm Positive Climate
Relationship Oriented Style
Ekvall studyThey found third dimension of
leadership style Change-Orientation
Measured it on sub scales and scales showed cronbach-alphas (0.75-0.85)
Partial correlation coefficients
Ohio Type leaders produces structures that constrain and direct the efforts of teams But Creative Leader seeks to encourage structures or “Sets to break set”
Creativity and Team Development
Creativity: Multifaceted processes through which novel output emerge
Creative Leadership: Role of team facilitator and implementation of problem-solving systems
Benign Structures: Structures that enhance individual or team activities. They implies that structures are benign towards systems change
Barriers to team development: Externally imposed constraints (environmental press), Internally generated constraints (socially constructed barriers)
Tuck man's model of Team Development
In 1965, proposed a model of team development
Unanswered questions??
What if storm stage never ends???
What is needed to exceed performance norms??
Reworking Tuck man- Jensen ModelProposed Two-barrier model that
reworked the classical model of team development
First • Weak Behavioral Barrier
Second • Strong Performance Barrier
Results of reworkingMost of teams pass through weak
barrier but produce similar performance in terms of ideas and decisions- Dysfunctional Behavior
Fewer teams pass through strong barriers and show exceptional creative performance
Testing HypothesesTwo barrier hypotheses tested
under two different conditions.First: Project teams of business
graduates engaged in realistic business challenges
Second: Multiple teams entering in innovation context within a Multi-national organizations
In 1st Year : Out of 14 teams 6 were rated as Dysfunctional and 8 rated as acceptable results. None rated outstanding quality results
In 2nd Year : Out of 23 teams 18 showed similar and standard output and 5 went beyond expected results
Additionally teams were provided with similar level of training which resulted majority attains the “Acceptable Quality”Training at very least help
teams to move smoothly norm/perform stage
Hypotheses Testing Continuation
Over a period of years working with such teams estimated that dysfunctional teams range from 0-15 %
Second body of work: Announced innovation awards within Large corporations over 3 year time period. 100 % participation rate, 30
innovative projects = Intrinsic and extrinsic awards motivated teams to outperform
ResultsBenchmarking of excellence is
strongly related to expectations and competencies of organization
Dysfunctional teams lack experiential learning
Effective large corporations are developing strong cultures in which innovation becomes a norm
Creative leadership and team developmentMany teams are conscious of
barriers at “storm” stageFacilitative Leadership provide
creativity-enhancing structures to avoid barriers
“There are circumstances in which leader should remain a team member of more general role of creative thinking- if it’s worth thinking it’s worth saying” (Rickards & Moger)
Creative Leadership and Team factorsCreative leadership impacts on
number of team factors: Factor 1: Platform of
Understanding
Shared Knowledge, Beliefs and assumptions
Factor 2: Shared Vision Factor 3: Positive ClimateFactor 4: Resilience
Factor 5: Idea Owners
Seeking alternative perspectives
Commitment to ideas, Align ideas within regions
Factor 6: Network Activators
Factor 7: Learning from Experience
Importing knowledge through external networking
Discussion