Effective Leadership Lec 7 - Developing Teamwork

EXECUTIVE LEADERSHIP DEVELOPMENT SERIES
EFFECTIVE LEADERSHIP

Developing Team work

LECTURE 7

by

Subhas Chandran

Faculty of Defence & Management Studies

TEAMWORK
Leaders today rely on teams and
new technology to communicate
and win important victories

Leadership in the military is not about solo performance but
more about team effort.
The challenge is to build a cohesive team taking advantage of
people diversity within the unit.
The Military cant function except as a team! It is a requirement
and forms the fundamentals of organization and leadership

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DEVELOPING TEAMS

Involves motivating a group of individuals to work together to
achieve a common objective.
The Military is a classic example of teams in operation.
The emphasis is on forming relationships with all group
members, not just with a few special individuals
Each person must perceive that he or she is an important
and respected member of the team rather than a non-entity

DEVELOPING TEAMS
Developing teams by the leader takes hard work, patience
and interpersonal skills
People who are part of a good team complete their mission
on time within the resources provided and with minimum
casualties (in combat).
Effective Teams :
Emphasize good and safety of the team
Work together to accomplish mission
Execute tasks on time and meeting standards
Learn from their experiences
Winning mentality to meet challenges.
USE OF TEAMS
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Offers the best opportunity for better organizational
performance in the form of increased productivity and
profits
Leads to cooperation and synergy
The use of teams has led to performance improvements,
such as:
Improved quality
Improved efficiency
Improved employee satisfaction
Improved customer satisfaction

GROUPS & TEAMS
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What is the Difference?
GROUP TEAM
Focus on individual performance
and goals
Rely on individual abilities
Work more independently with
greater motivation to achieve
personal goals
Very hierarchical leadership style
Characterized by individual
self-interest

Sense of shared mission and collective
responsibility
Focus on sharing information, insights, and
perspectives
Make decisions that support each individual
to do his or her own job better
Reinforce each others individual performance
standards
Have a participative or empowerment-oriented
leadership style
Have performance measures that create direct
accountability for the team
Strive for equality between members

TEAMWORK (ADV. & DISADV.)

ADVANTAGES
Synergy
Avoidance of major errors
Faster, better decisions
Continuous improvement
Innovation
Self-motivation
Empowerment
Greater job satisfaction
Needs fulfillment

DISADVANTAGES
Pressure to conform to group
standards of performance and
conduct
Resistance to the team effort from
impinging on autonomy
Social loafing
Groupthink
Intergroup conflicts
High levels of pressure and stress

DEVELOPING TEAM WORK
To develop effective teamwork leaders have to understand that they
cannot force the team to come together! It grows from the bond
between leader and subordinate mutual respect among members and
discipline. The essentials for team work are:
1. Trust
Military values like duty, respect, honor, integrity and personal courage
is important for building trust.
Trust begins when leaders to demonstrate discipline, competence and
leading from the front. Subordinates will learn to trust leaders if they
understand how leaders will behave in battle!
Trust is derived from training together and developing an
understanding of what to expect from their leaders, and buddies in a
crisis.

2. Communication:
Leaders are expected to understand themselves, their mission
and the message.
For the subordinates to succeed and move the organization
forward, the leader must work hard maintaining positive
communications or open dialogue (two way).
Persuasion is a communication skill used by leaders to reduce
grounds for misunderstanding issues while dailogue
shows the leader values subordinates opinions.
The leader is fact saying I value your opinion; you are part of
the team this strengths the teams bonding ability.
3. Loyalty
The Armed Forces trains soldiers to be part of a team and
loyal to the force (including flag, anthem, traditions etc)
Soldiers perform because they do not want to let their
buddies down.
Team building involves leaders employing interpersonal
skills to transform recruits into productive teams.
Team loyalty is a feature of war fighting teams.

11

4. Selfless Service
Goes hand in hand with loyalty thus making it an essential component of
teamwork.
Team members sometimes sacrifice so that the team can succeed but this
requires them to place their needs below that of the organization.

5. Respect
To develop a disciplined, cohesive team or a fighting force with a
winning mentality, it is essential to have respect for authority.
Selfless service and duty rests in the subordinates respect and trust
in their fellow members and leaders.
Discrimination and harassment destroys respect. It involves being
sensitive to diversity and consciously refraining from being abusive.

6. Discipline
Discipline coupled with tough realistic training is key to high morale in
teams. Soldiers like civilians want to part of a good team or outfit.
The never say die spirit of teams can overcome challenges.
True discipline demands habitual and reasoned obedience to do the
right thing even though the leader is not present.
Highest form of discipline is when people trust leaders, believe in their
mission, value their membership in the team and have the will to
complete their mission
Discipline does not mean barking orders disciplined leaders with
strong values develop disciplined soldiers and team members with
strong values.


Discipline (cont)
Leaders who feel that people have to be treated with respect
will inspire others to respect him.
Whilst other leaders who disrespect others especially to
subordinates or inferiors will inspire hatred towards himself.
In the Armed Forces leaders build discipline by training, using
rewards and punishment judiciously, instilling confidence in
and building trust among team members and a instilling a
focused will to execute the mission.
TEAM BUILDING STAGES

Stage I: Forming
Caution
Excitement
Anxiety
Low performance
Stage II: Storming
Conflict over task
Conflict over structure
Conflict over influence
Increased skills & knowledge
Stage III: Norming
Agreement on roles & tasks
Agreement on norms
Increased cohesiveness & morale
Increased productivity
Stage IV: Performing
Good communication & teamwork
Individual commitment
High morale & group pride
High team performance

STAGE I-FORMING

The group is formed, but its purpose and members
expectations are unclear
A major issue is the development of trust:
What is going to happen?
Who is in the group?
Where do I fit in the group?
How will I be treated?

STAGE 2-STORMING

Individuals react to what has been done, question authority, and
feel comfortable being themselves
A major issue is increased conflict from:
Openly dealing with problems
Increasing group interaction
Power struggles
Increasing independence from leader

STAGE 3-NORMING

Norms of behavior are developed
A major issue is development of norms for:
Team member behavior
Decision-making processes
Resolving differences
Leadership behavior

STAGE 4 - PERFORMING

This is the payoff stage in the life of a group
Major issue is group performance, including:
Using wide range of task and process behaviors
Monitoring and taking pride in group accomplishments
Focusing on goals and interpersonal needs
Maintaining the values and norms of the group

THE TEAM CONCEPT

Leadership success requires:
An understanding of group behavior
The ability to tap the constructive power of teams
EXCELLENT TEAMS
Fully functioning groups and excellent teams possess
12 key characteristics:

Clear mission
Informal atmosphere
Lots of discussion
Active listening
Trust and openness
Disagreement is OK
Criticism is issue-oriented,
never personal

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Consensus is the norm
Effective leadership
Task clarity
Shared values and
norms of behaviour
Commitment
Learn from their
experiences
EXCELLENT TEAMS
To build and sustain
a high-performance team:
Reinforce strengths
Address deficiencies

Success depends on:
The individual and what they choose to do
The example and direction of leaders
Modeling and reinforcing positive group member roles

POSITIVE GROUP MEMBER ROLES

Encourager
Clarifier
Harmonizer

Idea generator
Ignition key
Standard setter
Detail specialist

Friendly, diplomatic, responsive to others
Restates problems and solutions
Agrees with the group; brings together
other points of view
Spontaneous and creative
Provides the spark for group action
Serves as a model for members
Considers the facts of a problem
NEGATIVE GROUP MEMBER ROLES

Ego tripper

Negative artist

Above-it-all-person
Aggressor
Jokester
Avoider
Demands attention, and tries to
manipulate the group
Pessimistic and dampens group
enthusiasm
Has a dont care attitude
Attacks and blames others
Fools around, present for fun
Dedicated to self-preservation and
security
DEALING WITH PROBLEM BEHAVIOR

Psychologist Harry Levinson prescribes a nine point plan for
dealing with problem behavior:
When an individual disrupts the group, talk it over in a calm
and patient way
Report observations uncritically
Point out that you recognize the person wants to be
successful, but must take others into account
If the behavior is irritating, report how it made you feel, and
how others must feel

DEALING WITH PROBLEM BEHAVIOR

Ask why the person behaves as he does
If the person tries to debate your observations, show how
participation can accomplish the goal
Help the person understand that the all-or-nothing
approach results in disappointment
Confront the person with facts and consequences of the
negative behavior
Let the person know that the behavior is unacceptable
and will not be tolerated
LEADER TEAM BUILDING ACTIONS
1. Formation Stage:
Generic -
Listen and care for subordinates
Design effective reception and orientation
Communication
Reward positive contributions
Set example

Soldier Critical
Talk with each soldier
Reassure with calm presence
Communicate vital safety tips
Establish buddy system
Assist soldier to deal with immediate problems
Adapted from Army Leadership (FM 100)
2. Enrichment Stage:
Generic -
Trust and encourage trust
Allow growth but maintain control
Identify emerging leaders
Establish individual and unit goals
Delegate responsibility and establish self assessment habits

Soldier Critical
Train as unit for combat role
Demonstrate competence
Know the soldiers
Provide stable unit climate
Emphasize safety awareness for improved readiness

3. Sustainment Stage:
Generic -
Leader must demonstrate trust
Focus on teamwork, training and maintaining
Respond to subordinate problems
Devise more challenging training
Build pride and spirit through sports, social and spiritual activities

Soldier Critical
Observe and enforce sleep discipline
Sustain safety awareness
Know and deal with soldiers perception
Keep soldiers productively busy
Do process reviews and action reviews
Act decisively in the face of panic

LEADING TEAMS
Richard Hackman in his book Leading Teams eludes to the fact
that effective coaching as critical for team performance.
Leaders has to be a team player and establish organizational goals
while understanding soldiers fears and concerns.
To gain and maintain teams must undergo constant training and
leaders have to provide the clear direction to the teams.
Leaders should have confidence in their subordinates
and delegate authority, whilst not
abdicating responsibility.
Effective leaders provide clear direction
to their teams
.

LEADING TEAMS
Successful leaders create a positive climate for the team that
promotes values, learning and creative performance.
Teams with positive climate include clear mission goals; well trained,
confident and disciplined members; cohesive and led by competent
leaders.
Leaders recognize mistakes and see it as an opportunity to learn.
Honest feedback is rewarded and coupled with personal
observation forms the basis for remedial action.
Ethics is a critical part of the organizational climate. Leaders have to
be ethical standard bearers and must be wwilling to correct any
discrepancies in current ethical standards.

LEADING TEAMS
Effective leaders build cohesive teams by capitalizing on the
strengths of member diversity especially the diverse
backgrounds and experiences brought by the enemies.
Effective leaders emphasize teamwork and cooperation over
competition. The mission and the intent is communicated to
the subordinates who are empowered.
Leaders are equipped to make good decisions from the real
time information and assessments from front line commanders.
Leaders involvement validates their involvement and
seriousness in the mission.





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