L5 Leading a Team Flashcards

1
Q

Schein’s (1980) definition of ‘a group’ 4

A

A group is a number of people who
interact with each other;
are psychologically aware of each other;
perceive themselves aware of each other
or perceive themselves to be a group.

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2
Q

Brill’s (1976) Definition of ‘a team’ 4

A

A team is a group of people, each of whom possesses particular expertise; each of whom is responsible for making individual decisions; who together hold a common purpose; who meet together to communicate, collaborate and consolidate knowledge, from which plans are made, actions determined and future decisions influenced

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3
Q

Who are the authors of Team development?

A

(Tuckman and Jensen, 1977)

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4
Q

What are the stages of Team Development?

A

Forming Storming Norming Performing

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5
Q

What are the Common Characteristics of stage: Forming

A

Common characteristics of the stage:

Individualistic
People withhold full participation
Trust: wait and see
Management give no real authority to act
Mission is understood, but does not motivate
Communication from leader to members, rather than members to members, little listening

Leadership style used should be one of directing

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6
Q

What are the Common Characteristics of stage:

Norming

A

Common characteristics of the stage:

Honeymoon is over, energy dissipating
Stress over roles, over uneven contribution
Trust: working out who to trust
Purpose: slowly becoming clear
Communication: often aggressive
Dominant members take air time
Team processes start to be worked on

Leadership style one of coaching

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7
Q

What are the Common Characteristics of stage:

Storming

A

Common characteristics of the stage:

Informal experts emerge; team over-rely on them
Swear allegiance to team / team pride; rivalry with other teams
Reluctant to challenge others
Trust: developing, but not tested
Clear focus on performance and goals
Communication to each other as well as to leader
Team processes well underway

Leadership style one of collaboration/ participation

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8
Q

What are the Common Characteristics of stage:

Performing

A

Common characteristics of the stage:

Team is pro-active; sets most of its own priorities
Team seek wider business info & involvement
Strong culture of “high accountability”
Team share leadership: all involved
Team prioritise what is good for the business as a whole
Trust high: climate of support and challenge
Team manages its performance as a team.
Other teams may be jealous of them

Leadership style one of delegating

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9
Q

What is another possible stage of the Team development model that has been added on?

What are the details of this stage?

A

Adjouring

The tasks are being completed and the team is disassembled
A sense of loss may be felt by the team members (hence why some authors refer to it as mourning etc.)
Motivation levels can decline as uncertainty about the future begins to set in
Leadership style one of detaching followed by directing with new project start-up

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10
Q

Evidence of Benefits from Teams: 4

EVAL 1

A

Higher productivity / performance (Wall et al., 1986)

Higher job satisfaction and lower absence (Rasmussen & Jeppesen, 2006)

Increased motivation and better job design (Parker & Williams, 2001)

Lower Patient mortality (Michie & West, 2004)

BUT benefits not guaranteed (Bambra et al., 2007)

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11
Q

Limitations of Tuckman’s Model:

6

A

Model designed to describe stages in small groups

Group processes may not be as linear as this and may be more cyclical

Characteristics for each stage are not set in stone, and may overlap between the stages

Does not take into account individual roles, such as Belbin does (later)

There is no guidance on the time frame for moving from one stage to another.

A subjective model as opposed to objective

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12
Q

Belbin Team roles, Year

A

Belbin, 1981

Action

  • Implementer
  • Shaper
  • Complementer Finisher

People

  • Coordinator
  • Teamworker
  • Resource Investigator

Thinking

  • Moniter Evalutor
  • Plant
  • Specialist
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13
Q

What is the main contribution and Weakness of the:
Shaper

Action

A

Contribution:
Thrive under pressure, dynamic, challenging

Weakness:
Blunt - can offend people, often povocate

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14
Q

What is the main contribution and Weakness of the:
Implementor

Action

A

Contribution:
Disciplined, Reliable

Weakness:
Inflexible and slow to respond to responsibilities

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15
Q

What is the main contribution and Weakness of the:
Completer / finisher

Action

A

Contribution:
Conscientious

Weakness:
Reluctant to delegate

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16
Q

What is the main contribution and Weakness of the:
Coordinator

People orientated

A

Contribution:
Confident, promotes decision-making, clarifies goals

Weakness:
Manipulative, delegates regularly

17
Q

What is the main contribution and Weakness of the:
Teamworker

People

A

Contribution:
cooperative, diplomatic, averts friction

Weakness:
can be indecisive

18
Q

What is the main contribution and Weakness of the:
Resource investigator

People

A

Contribution:
Explores opportunities, develops contacts
Enthusiastic, communicative,

Weakness:
over-optimistic

19
Q

What is the main contribution and Weakness of the:
Plant

Thinking

A

Contribution:
Solves important problems
Creative, imaginative

Weakness:
Ignores incedentals

20
Q

What is the main contribution and Weakness of the:
Monitor evaluator

Thinking

A

Contribution:
Strategic, Accurate judgement, assesses all options

Weakness:
Cannot inspire others

21
Q

What is the main contribution and Weakness of the:
Specialist (added in 1981)

Thinking

A

Contribution:
Provides unique, specialist knowledge, dedicated

Weakness:
Dwells on technicalities, Contribution on a single front

22
Q

Hackman (Internal)Conditions for successful Team leadership? 4

A

A compelling direction,
An enabling team structure,
A supportive organizational context,
Expert team coaching.

23
Q

Task-focused leadership and person-focused leadership equally important

Leader development: boundary spanning (task- focused) and empowerment (person-focused: coaching, feedback, monitoring, participatory behaviour) explained moderate-large amounts of variance in team performance outcomes Burke et al (2006: 303)

A

Task-focused leadership and person-focused leadership equally important

Leader development: boundary spanning (task- focused) and empowerment (person-focused: coaching, feedback, monitoring, participatory behaviour) explained moderate-large amounts of variance in team performance outcomes Burke et al (2006: 303)

Example of Boundary Spanning
NHS

Managerial, clinical, human resources, emergency services

University
Education, placement and employability team, teaching, research department

24
Q

Advantages of decision-making in teams: 4

A

More information from different sources
Mutually acceptable solution
Credibility / legitimacy of solution
Commitment towards implementation

25
Q

Disadvantages of decision-making in teams: 6

A
Takes more time
Lines of responsibility can become unclear
Pressures to conform
Social loafing
Extreme-decisions:
 	- Polarised
	- Risky shift
Groupthink
26
Q

Definition of Groupthink: (Janis, 1972)

Occurs when…
Dyer, 1998

A

Definition:
“…is the psychological drive for consensus at any cost that suppresses dissent and appraisal of alternatives in cohesive decision-making groups.” (Janis, 1982)

Occurs when:
“…powerful members of the group…coerce less powerful group members to go along with a decision in public even though they may disagree in private.” (Dyer, 1998)

27
Q

Symptoms of Groupthink: 8

A
Illusion of invulnerability
Collective rationalization
Belief in inherent morality
Stereotyped views of out-groups
Direct pressure on dissenters
Self-censorship
Illusion of unanimity
Self-appointed mindguards
28
Q

Remedies and ways to reduce the effects of Groupthink:
8

(Janis, 1972)

A
Impartial leader
Critical evaluators
Devil’s advocate
Subgroup for policy evaluation
Survey ‘outgroups’
‘Second chance’ meeting
Group norm – disagreement does not mean disrespect
Climate of constructive controversy e.g. get someone to support a minority viewpoint
29
Q

Dysfunctional Teams Characteristics: ( Armstrong, 1999)

A

Decisions are not made jointly by team members
• Atmosphere too formal
• There is evidence of personal animosities
• People do not feel free to express their opinions
• Individual team members leave others to do the work
• There is little flexibility in the way in which team members operate
• The team leader (or another individual) dominates the team; more attention is given to who takes control rather than to getting the work done.
• Unclear objectives

30
Q

Explain Adair’s Model (1997)

Remember Acronym

A

Adair’s Three Circles

Task:

  • Setting objectives
  • Planning Task
  • Allocating responsibilities
  • Setting performance standards

Individual:

  • Coaching
  • Counselling
  • Developing
  • Motiviating

Team:

  • Communication
  • Team building
  • Disciplining
  • Motivating

Acronym: TIT

31
Q

Input-Process-Output Model (McGrath, 1964)

A

Inputs:
Task Design
Team: composition, diversity
Organisational Context

Team Process:
Objectives
Reflexivity
Decision-making
leadership
conflicts
Output:
Performance
Satisfaction
Growth
viability
innovation
32
Q

Advantages of Adair’s Three circles: 3

Disadvantages of Adair’s Three circles: 4

A

Simple
Focuses on satisfying task needs, team maintenance needs and individual needs – all contribute to teamwork
Overlapping circles is a good reminder that all three have to be paid attention

No recognition of different cultures.
Group environment not considered
Nature of the task ignored
Leadership outside the immediate team ignored

33
Q

Attributes of Successful Teams: 3

Hackman, 2002

A

Satisfy internal and external clients
Find meaning and satisfaction within the group
Develop capabilities to perform within the group