LEADING OTHERS AND TEAMS

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LEADING OTHERS AND TEAMS

• Joyce Osland
• San Jose State University

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Why is Coercion Not Leadership?

• Which three sources of power are the most
  effective?
• Reward
• Expertise
• Referent ability to influence others because
  they admire, respect, and want to be like the
  leader

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Principles of Influence Without Authority

• See others as potential allies.
• Clarify your goals, what you want.
• Determine what the other person wants.
• Determine something of value you can give to the
  other.
• Determine if you have a relationship foundation
  for exchange. (trust respect)
• Select a basis for exchange and begin exchanging
  until it is reciprocal.

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TYPES OF CURRENCIES

• Inspiration-based
• Task-related
• Position based
• Relationship-based
• Personal-related
• Task Explain and provide an example for your
  groups assigned type of currency.

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The Big Test

• After every exchange, ask yourself, As a result
  of that encounter, am I viewed as more of an
  adversary or an ally?
• If the answer is adversary, your influence
  declined if the answer is ally your influence
  has increased.

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• Does Clawson recommend trying to change other
  people?

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Coveys Relationship Accounts

• Are your accounts with co-workers and classmates
  generally in balance, or are you overdrawn?

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Lasting Influence Requires

• Clear purpose
• Ability to communicate that purpose clearly and
  inspirationally
• Ability to garner the support of others by virtue
  of showing them how the purpose and your
  relationship benefits them
• Ability to manage reciprocal exchanges with
  others, and
• Ability to manage progress toward the purpose

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Language of Leadership

• Clear
• Respectful
• Stimulating
• Congruent

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Definition of a Team

• Small number of people with complementary skills
  who are committed to a common purpose,
  performance goals, and approach for which they
  hold themselves mutually accountable
• Is this how you approach your team projects?

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Characteristics of Effective Teams

• Shared leadership rather than one dominant leader
• Team accountability rather than holding
  individuals accountable
• Distinctive purpose rather than assuming the
  corporate mission is theirs
• Shared work rather than stringing together
  individual efforts at the end of a project

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Characteristics of Effective Teams

• Open-ended meetings rather than efficient,
  carefully managed meeting that stifle exploration
  and creativity
• Direct, collective measures rather than rewarding
  individuals on individual effort
• Real work rather than busywork projects

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Ensuring Fit between Members and Jobs/Tasks

• Task Driver keeps group focused on ultimate
  goal
• Process Facilitator monitors groups
  interpersonal dynamics manage misunderstandings
• Creative Visionary focused on creative
  solutions and finding a better way
• Practicality Pusher focused on practical
  realities of getting the job done

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Highly Successful Teams

• Inspired vision that creates
• A powerful sense of mission
• Getting the right people
• Distributed leadership
• Extraordinary coordination
• Creative support (buffered from bureaucracy)
• Moral foundation for respect

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Distributed Leadership

• People with the perspective, skills and
  motivation to deal with the situation at hand
  step to the fore and assume and are granted
  influence on the group. Concerns about control
  and whos the boss give way to a focus on the
  objective.

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Principles for Designing Team Measures

• Helpful to team during the process, not to mgt
  after the fact
• Designed by the team itself
• Multifunctional and focused on teams whole work
• Limited to no more than 15 to avoid paralysis