2. Thanks to:
Ken Blanchard, Patricia Zigarmi, & Drea
Zigarmi, authors of Leadership and the One
Minute Manager
Ken Blanchard, Donald Carew, and Eunice
Parisi-Carew, authors of The One Minute
Manager Builds High Performing Teams
R. B. Lacoursiere, author of The Life Cycle of
Groups: Group Developmental Stage Theory
3. Thanks to:
Stephen P. Robbins, author of Organizational
Behavior: Concepts, Controversies, and
Applications
Tools for Teams: Building Effective Teams in the
Workplace, edited by Craig Swenson
Robert H. Woods and Judy Z. King, authors
of Quality Leadership and Management in the
Hospitality Industry
Gary Yukl, author of Leadership in
Organizations
7. Coaching Stages
Directing
Structure, organize, teach & supervise
Coaching
Direct and support
Supporting
Praise, listen & facilitate
Delegating
Turn over responsibility for decision-making
8. Situational Leadership II
The Four Leadership Styles
(High) S3 S2
Supporting Coaching
Supportive Behavior
S4 S1
Delegating Directing
(Low) Directive Behavior (High)
High Moderate Low
D4 D3 D2 D1
Developed Developing
Development Level of Followers
From "Leadership and The One Minute Manager"
9. Group Development
Orientation
Called “Forming” in Robbin’s model
Uncertainty about purpose, structure & leadership
Members are “testing the waters”
Dissatisfaction
Called “Storming” in Robbin’s model
Characterized by intragroup conflict
Members accept the existence of the team, but
individuals resist the constraints on their individual
style
10. Group Development
Resolution
Called “Norming” in Robbin’s model
Characterized by cohesiveness, identity, structure,
and a set of expectations
Members develop closer relationships
Productivity
Called “Performing” in Robbin’s model
Structure of the team is fully functioning
Members’ energy has moved from getting to know
phases to getting the work done
11. Group Development
Robbin’s model includes a final phase
called “Adjourning”
This would be characterized by a
temporary committee completing a task
or achieving results based upon a goal
Your team may go through these five
stages twice…
12. Group Developmental Stages
GDS4 GDS3 GDS2 GDS1
Production Resolution Dissatisfaction Orientation
High Morale (Commitment)
Productivity (Competence)
Low
From "One Minute Manager Builds High Performing Teams"
Adapted from "The Life Cycle of Groups: Group Development Stage Theory"
13. Situational Leadership II
The Four Leadership Styles
(High) S3 S2
Supporting Coaching
Supportive Behavior
S4 S1
Delegating Directing
(Low) Directive Behavior (High)
High Moderate Low
G4 G3 G2 G1
Developed Developing
Development Level of the Group
From "One Minute Manager Builds High Performing Teams"
14. Group Orientation / Forming
382 Instructor formed the initial teams
The Management Plan process was designed
to help you frame your purpose
Instructor(s) offered insight into structure, but
what your team did/does and how it got/gets
accomplished was/is your business
Round I in 382 & Round II in 383
15. Group Dissatisfaction / Storming
What did your team experience in Round I?
Where was your storm?
The team itself?
One individual?
Your management position?
Your week of management?
Formal vs. informal leadership?
In Round II (383), any “storms” are usually
weaker!
16. Group Resolution / Norming
Behavioral Norms
Team “Code of Conduct”
Examples:
Consensus
Communication
Commitment
Conduct
What did you learn
in 382?
17. Group Production / Performing
In 382, getting the management plan
done
Why not just jump right in?
Creating a guiding purpose
Team Philosophy
Team Mission
Was your team fully
functioning?
19. Types of Teams
Functional Operating Team
Cross-Functional Team
Self-Managing Team
Self-Defining Team
Top Executive Team
20. Types of Teams
Functional Operating Team
Formal Leader
Members with similar, but specialized functions
Example: Maintenance crew, SWAT team, sports
Cross-Functional Team
Usually has a formal leader
Members with different functions – various
stakeholders
Example: Team to begin HACCP or TQM
program, or to kick-off a new promotion
21. Types of Teams
Self-Managing Team
No formal leader - leadership may rotate
Membership: similar functions
External leader, in the same organization,
to direct, coach, support, and delegate
382 is similar to this model
22. Types of Teams
Self-Defining Team
No formal leader - leadership may rotate
Facilitator acts as leader – role rotates
Membership: similar goals or business
purpose, but specialization of roles is
possible
Examples: Moosewood Restaurant, 383
Top Executive Team
23. Common Characteristics
Functional Cross Self Self Top
Operating Functional Managing Defining Executive
Autonomy- Low Low-Mod Low High High
mission
Autonomy- Low-Mod High High High High
procedure
Authority- High High Low Low High
internal
Duration High Low-Mod High Variable High
Stability High Low-Mod High Variable High
Functional Low High Low Variable High
diversity
24. A fully functioning team can…
Work together successfully
Solve problems and reach decisions in
a way that incorporates individual input
Reach decisions through consensus
Can adapt to change
Achieve or exceed desired results