practicing leadership: principles and applications chapter 9: teaming and leadership
TRANSCRIPT
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Practicing Leadership: Principles and Applications
Chapter 9: Teaming and Leadership
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“None of us is as smart as all of us.”▫Ken Blanchard
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Seven Types of Teams• Traditional Teams – stable over time• Project Teams – formed for a specific reason• Cross-Functional Teams – have representatives
from all stakeholders• Multicultural Teams – diverse group• High Performance Teams – good relationships
and operate on a high level• High Performance Inclusive Teams – a deliberate
use of knowledge and experience• Pseudo Teams
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Stages of Team Development
Forming
Storming
Norming
Performing
Adjourning
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Advantages to Working on a Team• Enhanced performance• Resolve issues more quickly• More innovation• Increased employee satisfaction and motivation
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Barriers to Effective Teamwork
• Conflict• Communication issues• Dysfunctional interpersonal relationships• Group think• Social loafing
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High performance TeamsPositive Roles Negative Roles
Encourager Ego Tripper
Clarifier Negative Artist
Harmonizer Above-it-all Person
Idea Generator Aggressor
Ignition Key Jokester
Standard Setter Avoider
Detail Specialist
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Key ingredients to High Performance Teams• Clear goals• Results-driven• Competent team members• A shared commitment• Collaboration• Standards of Excellence• External support and recognition• Principled leadership