Managerial Leadership MGTO 234 - 6

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Managerial LeadershipMGTO 234 - 6
Groups, Teams, and Their Leadership
Dr. William A. Snow Hong Kong University of
Science Technology Department of Management of
Organizations College of Business Management
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Defining Groups

1. A group can be defined as two or more persons
   who are interacting with one another in such a
   manner that each person influences and is
   influenced by each other person.

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Three Key Points For the Group Definition

• The definition includes the concept of reciprocal
  influence between leaders and followers
• an idea considerably different from the one-way
  nature of influence.
• Group members interact and influence each other.
  
• The definition does not constrain individuals to
  only one group.

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The Impact of Group Size

• The greater number of people in a large versus a
  small group will affect the probability that any
  individual is likely to emerge as leader.
• As groups become larger, cliques are more likely
  to develop.
• Leaders with a large span of control tend to be
  more directive, spend less time with individual
  subordinates, and use more-impersonal approaches
  when influencing others.

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Developmental Stages of Groups

1. Forming Stage
2. Storming Stage
3. Norming Stage
4. Performing Stage
5. Adjourn Stage

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Task Roles in Groups

• Initiating
• Information Seeking
• Information Sharing
• Summarizing
• Evaluating
• Guiding

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Relationship Roles in Groups

• Harmonizing
• Encouraging
• Gatekeeping

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Dysfunctional Roles in Groups

• Dominating
• Blocking
• Attacking
• Distracting

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Difference Between Groups and Teams

• Team members usually have a stronger sense of
  identification among themselves than group
  members do.
• Teams have common goals or tasks.
• Task interdependence typically is greater with
  teams than with groups.

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Characteristics of Effective Teams

• A clear mission and high performance standards
• Leaders of effective teams spent a considerable
  amount of time assessing the technical skills of
  the team members.
• After taking stock of available resources and
  skills, good leaders would work to secure those
  resources and equipment necessary for team
  effectiveness.

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Characteristics of Effective Teams

• Leaders of effective teams
• spend a considerable amount of time planning and
  organizing in order to make optimal use of
  available resources
• to select new members with needed technical
  skills
• to improve needed technical skills of existing
  members.
• High levels of communication
• Minimize interpersonal conflicts

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Managerial LeadershipSupplemental Resources

• M. Goldsmith, L. Lyons, A. Freas, Coaching for
  Leadership How the Worlds Greatest Coaches Help
  Leaders Learn. (2000)
• Donelson R. Forsytyh, Group Dynamics. (1999)
• Peter F. Drucker, Management Challenges for the
  21st Century (1999)
• F. Hesselbein, M. Goldsmith, R. Beckhard, The
  Leader of the Future. (1996)
• Kenichi Ohmae, The Evolving Global Economy
  Making Sense of the New World Order. (1995)
• James Champy, Reengineering Management The
  Mandate for New Leadership. (1995)
• J. M. Kouzes, B. Z. Posner, The Leadership
  Challenge How to Keep Getting Extraordinary
  Things Done in Organizations (1995)
• J. Collins, J. Porras, Built to Last Successful
  Habits of Visionary Companies. (1994)
• L. M. Spencer, S. M. Spencer, Competence at Work
  Models for Superior Performance. (1993)
• Edgar H. Schein, Organizational Culture and
  Leadership (1992)
• K. B. Clark, M.B. Clark, Measures of Leadership
  (1990)
• Warren Bennis, On Becoming a Leader (1989)
• Kathy Kram, Mentoring at Work Development
  Relationships in Organizational Life. (1988)
• W. Bennis, B. Nanus, Leaders The Strategies of
  Taking Charge (1985)
• T. J. Peters, R. H. Waterman, In Search of
  Excellence Lessons from Americas Best-Run
  Companies (1982)
• Richard E. Boyatzis, The Competent Manager A
  Model of Effective Performance. (1982)