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1. Chapter 11
Developing and Leading Effective Teams
Group V :
Elisabeth M
Mulyadi
Rery Indra K
Ronggo S

2. Learning Objectives
1. Explain how a work group becomes a team
2. Identify and describe four types of work teams
3. Explain the model of effective work teams, and specify the
two criteria of team effectiveness
4. Identify five teamwork competencies team members need to
possess
5. Discuss why teams fail

3. Learning Objectives
6. List at least four things managers can do to build trust
7. Distinguish two types of group cohesiveness, and summarize
cohesiveness research findings
8. Define virtual teams and self-managed teams
9. Describe high-performance teams and discuss team
leadership

4. Teams
Small group with
complementary skills who
hold themselves mutually
accountable for common
purpose, goals, and approach

5. Work Group becomes a Team
1) Leadership becomes a shared
activity
2) Accountability shifts from
strictly individual to both
individual and collective
3) The group develops its own
purpose or mission
4) Problem solving becomes a
way of life, not a part-time
activity
5) Effectiveness is measured by
the group’s collective
outcomes and products

6. Types of Work Teams

7. Effective Work Teams

8. Teamwork Competencies
 Orients Team to Problem-
solving Situation
 Organizes and Manages Team
Performance
 Promotes a Positive Team
Environment
 Facilitates and Manages Task
Conflict
 Appropriately Promotes
Perspective

9. Characteristics of Effective Teamwork

10. Why Work Teams Fail

11. Effective Teamwork Requires:
 Cooperation rather than
competition
◦ Within teams
◦ Among teams within
organizations
 Trust reciprocal faith in
others’ intentions and
behavior
 Cohesiveness a sense of
“we-ness”, strength of team
members’ desires to remain
a part of the team

12. Interpersonal Trust Involves a Cognitive Leap
Firsthand knowledge
of other person’s
reliability and
integrity
Distrust Trust
Cognitive leap
Faith in the other person’s
good intentions
Assumption that other person
will behave as desired
What can you do to build trust?

13. Cohesiveness
 A sense of “we-ness” helps the
group stick together
 Socio-emotional cohesiveness
◦ Sense of togetherness based on
emotional satisfaction
 Instrumental cohesiveness
◦ Sense of togetherness based on
mutual dependency needed to
get the job done

14. Enhancing Cohesiveness

15. Teams in Action: Basic Distinctions

16. How to Manage Virtual Teams
 Establish regular times for group
interaction
 Set up firm rules for communication
 Use visual forms of communication
where possible
 Emulate the attributes of co-located
teams
 Give and receive feedback and offer
assistance on a regular basis
 Agree on standard technology so all
team members can work together
easily

17. How to Manage Virtual Teams
 Consider using 360-degree feedback to better
understand and evaluate team members
 Provide a virtual meeting room via intranet, web site,
or bulletin board
 Note which employees effectively use e-mail to build
team rapport
 Smooth the way for an employee’s next assignment if
membership on the team, or the team itself is not
permanent
 Be available to employees, but don’t wait for them to
seek you out
 Encourage informal, off-line conversations between
team members

18. Ways to Empower Self-Managed Teams

19. Attributes of High Performance Teams
1) Participative leadership
2) Shared responsibility
3) Aligned on purpose
4) High communication
5) Future focused
6) Focused on task
7) Creative talents
8) Rapid response

20. Self-Management Leadership Behaviors
1) Encourages self-reinforcement
2) Encourages self-
observation/evaluation
3) Encourages self-expectations
4) Encourages self-goal-setting
5) Encourages rehearsal
6) Encourages self-criticism

21. Recent Research on Trust
 Schweitzer, Hershey, and Bradlow (2006) – conducted
laboratory study and found…..
◦ When trust is broken by untrustworthy actions, it can be
restored through consistent trustworthy actions
◦ A promise to act in a trustworthy way helps facilitate the
regaining of trust
◦ Deception does serious long-term damage to trust and
makes it very difficult to restore, even when followed by
trustworthy actions

22. How to Build Trust
 What can you do to build trust?
◦ Communicate
◦ Support
◦ Respect
◦ Fair
◦ Predictable
◦ Competent

23. Groups & Teams
 Team - Small group with
complementary skills who
hold themselves mutually
accountable for common
purpose, goals, and approach
Group - two or more freely
interacting individuals,
collective norms, collective
goals, common identity

24. Groups Vs. Teams
Group Team
Goal Share information Collective
performance
Synergy Neutral (sometimes
negative)
Positive
Accountability Individual Individual and
mutual
Skills Random and Varied Complementary

25. A Winning Team
 Tennessee Volunteers win NCAA Women’s Basketball Title –
April 2007
Source: Summitt, Vols on Top again, Patrick, D. USA Today 4/4/07 pp. 1C-2C

26. Panel Urges Focus on Teamwork
0
5
10
15
20
25
30
35
40
45
Teamwork Critical Thinking Oral/Written
Communication
Employers
Recent Graduates

27. Tips for Working on Virtual Teams
 Meet face-to-face to start a project and for major milestones
 Assume positive intent
◦ If an e-mail's tone sounds off-putting, withhold judgment
until you learn more or talk to them directly via phone
 Engage in positive predictable behavior
◦ Honor commitments, attend meetings on time, don’t send
terse emails

28. Tips for Working on Virtual Teams
 Respect
◦ Ensure everyone feel they have a voice on the team.
 Be in the moment
◦ Pay attention to the meeting you are in – no cell phones,
checking e-mail, etc.
 Contribution
◦ Everyone should be clear what they should do to contribute
to the team’s goals.

29. Which Teams are More Productive?
Small Teams Big Teams
82% 16%
Decide by Consensus One Strong Decision-Maker
81% 17%
People Differ from One Another People are Similar to One
Another
48% 47%

30. Leaders Building Trust
 Give people reasons to trust
one another instead of
reasons to watch their backs
 Refuse to reward successes
that are built on untrusting
behavior
 Display trust and
trustworthiness in their own
actions; personally and on
company’s behalf

31. Building Trust in Traditional & Virtual Teams
 Nonwork-related communication
 Reduction of task and technological uncertainty
 Team members who demonstrate initiative
 Team leaders who communicate in a predictable manner
 Timely and meaningful response to problems and issues
 Positive and enthusiastic leadership
 Ability to shift focus from procedures to tasks
 Crises handled as “business as usual”

32. Thank You
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