As the team’s leader, discuss at least 2-3 ways you would effectively manage a virtual team spread across the globe

leadership

-Bell and Smith Chapter 3 and 4 Essays

Write well-developed responses, one page per essay, with support for your points, for the following three essay questions:

  1. What is meant by a “balanced” team? Why is this concept important to the success of the team?
  2. Teams do not fall into appropriate balance automatically. Discuss a few reasons why teams often find themselves out of balances, and what you would do as the leader to get that team back into balance.
  3. As the team’s leader, discuss at least 2-3 ways you would effectively manage a virtual team spread across the globe

Cite a minimum of one reference (other than the Bell & Smith text) per essay question, using the citation to further support and defend your position…

Once again, assignment should be submitted using APA Guidelines…this means you need to supply a Title Page, Abstract and Running Head, along with your references (cite one per essay, other than the Bell & Smith text) being properly cited per APA Guidelines.

-short essay,must use Learning team skills Chapter 3&4Learning team skills Chapter 3&4week 2 ppt-1pg 250-300 words-APA-need reference citation

LDR 6110 – Leading Teams Week 2 – Building a Balanced Team

and

Becoming a Team Member and Team Leader

Instructor: Jeffrey M. Williams

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LDR 6110 – Leading Teams

• What Makes an Effective Leader?

– Classroom Discussion from Week 1 DB

• Personal characteristics?

– Charisma

– Perseverance

– Strong communication skills

• Being at the right place at the right time?

• The ability to influence other people?

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LDR 6110 – Leading Teams

• Management Skills for Leadership

– Influence skills – leaders direct people toward a goal or end result

– Delegation skills – a good leader assigns others responsibility to get the work done

– Flexibility skills – to be an effective leader, you must adapt the situation confronting you and the characteristics of the individuals you wish to lead

– Motivational skills – good leaders create a work environment in which employees are fully dedicated to the task at hand and want to contribute more

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LDR 6110 – Leading Teams

• Not all leaders are managers, not all managers are leaders

– Let’s discuss…

• Power and Leadership

– Coercive power – based on fear

– Reward power – lead can provide something others value (financial, psychological, etc)

– Legitimate power – comes from legal or formal authority

– Expert power – derives from leaders unique knowledge or skill

– Referent power – based on satisfaction people receive from identifying themselves with the leader

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LDR 6110 – Leading Teams

• Defining Goals and Objective for Team that are Consistent with those of the Organization

• Facilitating task completion within unit

• Supervising

• Rewarding

• Meeting personal needs of subordinates

• Acting as boundary spanner

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LDR 6110 – Building a Balanced Team, Ch. 3

• The Importance of Balance

• Causes of Team Imbalance

• How and When to Plan for Balance

• The Limits of Personality Tests

• Making the Most of Gender Balance

• Characteristics of Men’s and Women’s Communication Habits

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LDR 6110 – Building a Balanced Team, Ch. 3

• The Importance of Balance

• How can teams achieve balance? By mixing…

• Team member personality types

• Expertise and experience

• Team member’s place in the organizational hierarchy

• Employee ethnicities

• Employee genders

• Purpose for such balancing: improved bottom line results

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LDR 6110 – Building a Balanced Team, Ch. 3

• Causes of Team Imbalance

• Four causes

• The Team as Boss’s Clones: everyone like the boss

• The Team as the Usual Players

• Pareto Principle: 20% of the employees do 80% of the work

• The Team as Most Suited for the Task

• The Team as one Personality Type

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LDR 6110 – Building a Balanced Team, Ch. 3

• How and When to Plan for Balance

• Best done before the journey begins

• Stigma attached to removing a team member

• Team managers should follow these approximate steps:

• Write down goals

• List any constraints

• Describe the skill or expertise categories

• Describe personality types

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LDR 6110 – Building a Balanced Team, Ch. 3

• How and When to Plan for Balance

• Team managers should follow these approximate steps (continued):

• Nominate several people in writing

• Select team members

• *** Ask that person’s boss for permission

• Inform in a motivating way

• Plan carefully your first meeting

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LDR 6110 – Building a Balanced Team, Ch. 3

• The Limits of Personality Tests

• Member_______________Self

• Thinker_______________Empathizer

• Planner_______________Juggler

• Closer_________________Researcher

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LDR 6110 – Building a Balanced Team, Ch. 3

• Jung Personality Tests

According to Carl G. Jung’s typology human consciousness is characterized by its

preference of the general attitude: Extraverted (E) vs. Introverted (I)

It is also characterized by its preferences within the two pairs of its mental

functions: Sensing (S) – Intuition (N) Thinking (T) – Feeling (F)

The three parameters introduced by Jung are dichotomies (i.e. bipolar dimensions

where each pole represents an opposite preference). Jung proposed that in a person one of the mental functions is going to be dominant.

Isabel Briggs Myers proposed that a fourth dichotomy, with the opposite poles of

judging and perceiving, also affected the characteristics of personality type: Judging (J) – Perceiving (P)

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LDR 6110 – Building a Balanced Team, Ch. 3

• Making the Most of Gender Balance

• Women’s verbal and nonverbal communication skills different from those of men

• Let’s discuss Characteristics of Men’s and Women’s Communications Habits

• Pp 24 – 32…

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LDR 6110 – Becoming a Team Member and a Team Leader, Ch.4

• How to Know If Your Organization Needs Teams

• Putting Together Your Case for a Team

• A Sample Communication: Team Formation

• Preparing for Team Membership

• Preparing to Lead a Team

• Activities for the First Team Meeting

• Writing an Informal Agenda

• Taking Notes or Minutes

• Keeping the Team Informed

• Virtual Teams

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LDR 6110 – Becoming a Team Member and a Team Leader, Ch.4

• How to Know If Your Organization Needs Teams

• Projects, documents, other major tasks done by one or two individuals

• Political factions vie for resources

• Employee turnover high

• Company’s work product requires inputs from several specialized skill areas

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LDR 6110 – Becoming a Team Member and a Team Leader, Ch.4

• Putting Together Your Case for a Team

• Upper management often must be convinced of the need for teams by

potential team members themselves

• A Sample Communication: Team Formation – pg 35

• Preparing for Team Membership

• Listen to others

• Work without close direction

• Give and take constructive criticism

• Participate in effective discussions

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LDR 6110 – Becoming a Team Member and a Team Leader, Ch.4

• Preparing for Team Membership (continued)

• Understand the nature of consensus decision-making

• Work well with others

• Share credit and blame as a group

• Consider the welfare of the team

• Contribute expertise without flaunting it

• Preparing to Lead a Team – pg 37

• Agenda, notes and minutes…see examples in Course Materials

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LDR 6110 – Becoming a Team Member and a Team Leader, Ch.4

• Virtual Teams

• Domestic and multi-national team who perhaps have never met in person

but coordinate across time zones, continents and cultures

• The time problem

• The language problem

• The face problem

• The culture problem

• Others?

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LDR 6110 – Any Questions?