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CHAPTER 12 Team Building: A Leadership Strategy TIP OF THE ICEBERG N EW FORMS OF T EAM D EVELOPMENT In today ’s complex and ever-changing environment, organizations con- tinue to experiment with new forms of team development. Some of the most successful teams bring together employees with different talents and perspectives. A few years ago, the Lexus division of Toyota Motor Cor- poration decided the brand needed a makeover. Management thought that Lexus cars lacked the necessary luxury cachet to compete with BMW and Mercedes in the “prestige luxury ”segment, cars priced above $70,000.

Lexus assembled a team of employees from various departments, in- cluding marketing and finance. The team interviewed wealthy car buyers who had previously owned luxury vehicles. These interviews took place during a period of two years and included people from various regions of the country. They discovered that ultra-wealthy buyers like unique experi- ences inaccessible to the general public; so Lexus tripled the number of special events it holds. For example, it hosted a fashion show with Vogue at a vintage car show in California. 1 Many small companies have embraced the use of teams. At ICU Med- ical Inc., maker of medical devices, any worker can form a team to tackle a project. Team members define the problem, assign tasks, and create deadlines themselves. Over the years, teams have altered production pro- cesses, set up a 401(k) plan, and solved logistical problems in the move- ment of parts. George Lopez, CEO at ICU, says letting employees form teams has helped him spread out the decision-making and encourages input from people closest to the problems. 2 © PhotoAlto/Odilon Dimier/ Getty Images CHAPTER PREVIEW LEARNING OBJECTIVES After studying Chapter 12, you will be able to · Explain the importance of teamwork in an organizational setting. · Identify and explain common types of work teams. · Explain the behavioral science principles that support team building. · Describe the team- member skills that employees need. 253 As competition increases and work-related problems become more complex, organizations are seeking more input from their employees.

However, there is an enormous vacuum in leadership today. Bill George, author of True North, Authentic Leadership, and other publications, says too of- ten the wrong people are attaining leadership roles. He states that there are leaders throughout organizations who are waiting for opportunities to lead. Too often these people do not feel empowered to seek leadership roles.

3 The focus of this chapter is team-building leadership strategies, so it is important to understand the difference between leadership and manage- ment. Leadership is the process of inspiring, influencing, and guiding em- ployees to participate in a common effort. 4Stephen Covey, in his book, The 8th Habit , says,“Leadership is communicating people ’s worth and po- tential so clearly that they come to see it in themselves only. ” 5Leaders are made, not born. Leadership is a series of skills that can be acquired through study and practice.

Thanks to the efforts of James Kouzes and Barry Posner, we know a great deal about the practices of exemplary leaders. Kouzes and Posner have summarized and reported on many years of research on this topic in The Leadership Challenge, a best-selling book. 6After a lengthy study of the dynamic process of leadership, they found that the most effective lead- ers engage in five practices of exemplary leadership (see Figure 12.1). Every second counts in a NASCAR race. Each team member is responsible for a task or series of tasks. A small mistake can result in the loss of several positions on the race track. Crew training, with emphasis on teamwork, is essential.

Photo by Rusty Jarrett/Getty Images for NASCAR 254 Part 4 If We All Work Together … Managementis the process of coordinating people and other re- sources to achieve the goals of the organization. Most managers focus on four kinds of resources: material, human, financial, and informational. 7 Most leaders achieve their goals by combining effective leadership and management.

Leadership Challenges in a Changing Workplace The New Economy is characterized by rapid change and demand for increased productivity. As the pace of change quickens and the pressure to work harder increases, the result is greater employee stress and tension. How can a supervisor motivate employees who are tired and frustrated? Some of the most important leadership strategies, such as building trust, empowering employees, and devel- oping the spirit of teamwork, can take many months, even years, to implement.

How do managers respond to leaders at the top of the organization who want changes implemented overnight? Diversity has also become a more prominent characteristic of today ’s work force. We have seen increased participation in the labor force by women and mi- norities. Supervising a multicultural and multilingual work force can be very challenging. We are seeing greater use of part-time or temporary workers, who may have less commitment to the organization. And Generation Y workers have been described as the most high-maintenance workforce in the history of America. 8 Team Building: An Introduction When you assume the duties of team supervisor, your title is likely to be “team leader ”or “team facilitator. ”The changing role of this new breed of leader is dis- cussed in this chapter. In addition, we discuss ways in which you can become an effective team member. FIGURE 12.1 Five Practices of Exemplary Leadership The Leadership Challege is considered to be the definitive field-guide on leadership. There are\ over a million copies in print, in fifteen languages. The authors have d\ evised the following five practices of exemplary leadership.

Model the Way. Leaders must model the behavior they expect from others.

Inspire a Shared Vision. The leader’s dream or vision is the force that invents the future. It\ is the employees’ belief in and enthusiasm for the vision that motivates\ them to give their best.

Challenge the Process. Leaders do not accept the status quo. They search for opportunities to innovate, grow, and improve processes.

Enable Others to Act. Effective leaders make people feel confident, strong, and capable of taking action.

Encourage the Heart. Through good times and bad, leaders encourage the heart of their employees to carry on and do their best. Source: James M. Kouzes and Barry Z. Posner, The Leadership Challenge, 3rd ed. (San Francisco, CA: Jossey-Bass, 2002), pp. 13 –20. Chapter 12: Team Building: A Leadership Strategy 255 Can the element of teamwork make a difference between the successful and unsuccessful operation of an organization? Yes, there is evidence that a leader- ship style that emphasizes team buildingis positively associated with high pro- ductivity and profitability. Problems in interpersonal relations are also less common where teamwork is evident. Teamwork ensures not only that a job gets done but also that it gets done efficiently and harmoniously. There is also evidence that team building can have a positive influence on the physical and psychological well-being of everyone involved. When employees are working together as a team, the leader and members often experience higher levels of job satisfaction and less stress. Another positive outcome of teamwork is an increase in synergy. Synergyis the interaction of two or more parts to produce a greater result than the sum of the parts taken individually. 9Mathematically speaking, synergy suggests that two plus two equals five. Teamwork synergy is especially important at a time when organizations need creative solutions to complex problems. Teamwork Doesn ’t Come Naturally Many organizations are working hard to get all employees to pull together as a team. Teamwork at a hospital, for example, may begin with acceptance of a com- mon vision, such as providing outstanding health-care services. The only way to make this vision a reality is to obtain the commitment and cooperation of every employee. This will require meaningful employee participation in planning, solv- ing problems, and developing ways to improve health care.

Most jobs today require ongoing interaction between coworkers and man- agers. The spirit of teamwork helps cement these interpersonal relationships.

However, working together as a team does not come naturally. Some people value individualism over teamwork. Team skills often lag far behind technical skills. The good news is that teamwork does flourish under strong leadership.

Common Types of Work Teams Teams have become popular because they have proven to be effective in such areas as cost reduction, developing innovative new products, and improving quality. This section focuses on two of the most common types of teams: self- managed and cross-functional.

Self-Managed Teams Self-managed teams assume responsibility for traditional management tasks as part of their regular work routine. Examples include decisions about production Total Person Insight JOHN DONAHOE President, eBay Leadership is a journey, not a destination.

It is a marathon, not a sprint.

It is a process, not an outcome. 10 256 Part 4 If We All Work Together … quotas, quality standards, and interviewing applicants for team positions. A typical self-managed team usually has 5 to 15 members who are responsible for producing a well-defined product (such as an automobile) or service (such as processing an insurance claim). Team members usually rotate among the various jobs and acquire the knowledge and skills to perform each job. Each member eventually can perform every job re- quired to complete the entire team task. Employees formerly concerned only with their own jobs suddenly become account- able for the work of the total team. 11 One advantage of this ap- proach is that it reduces the amount of time workers spend on dull and repetitive duties. Cross-Functional Teams Cross-functional teams are task groups staffed with a mix of specialists, focused on a common objective. 12 These teams are often temporary units with members from different departments and job levels. The teams are often involved in devel- oping new work procedures or products, devising work reforms, or introducing new technology in an organization. Team members often provide a link among separate functions, such as production, distribution, finance, and customer service.

Hypertherm Incorporated, a metal-cutting equipment maker based in Hanover, New Hampshire, has developed cross-functional teams for each of its five product lines. Team members represent engineering, marketing, production, and sales.

Salespeople and marketers know customers best, so they make an important What is a flat organization? To answer this question, visit ICU Medical Inc., a small company that makes medical devices. Any worker can create a team to tackle a project. At ICU Medical, decision making is not in the hands of a few top executives. The goal is to involve employees who are closest to the problem. Employees formerly concerned only with their own jobs suddenly become accountable for the work of the total team. Bruce Ayres/Stone/Getty Images Chapter 12: Team Building: A Leadership Strategy 257 contribution to new product development. During the hiring process, every effort is made to screen out persons who would not be effective team players. 13 Virtual Teams As employees work at locations around the globe, the need for virtual teams has become crucial.Virtual teamsare composed of employees who are physically dispersed throughout the nation or around the world. Modern Technology makes it possible for employees to collaborate on projects without face-to-face contact. Of course there are significant challenges when virtual team members work in different time zones and different cultures. 14 Teams Take Time to Develop Although we are seeing greater use of teams, this approach to employee partici- pation is by no means a quick fix. In the case of self-managed teams, it can some- times take one or two years for members to learn all the tasks they will perform as they rotate from job to job. It also takes time for a team to mature to the point where it is comfortable making decisions in such areas as work scheduling, hir- ing, training, and problem solving. As teams become more popular, we need to increase our understanding of fac- tors that contribute to team effectiveness. If you have ever enjoyed the experience of being part of a great team, then you probably discovered the following deter- minants of team effectiveness. 15 People-Related Factors . The team is characterized by mutual trust and respect.

Team members know the power of reflection and silence when agenda topics are being discussed. Members listen to each other and welcome a diversity of ideas and viewpoints. Organization-Related Factors . Team development is supported by manage- ment personnel at every level. They are interested in outcomes and provide re- wards and recognition of accomplishments. Task-Related Factors . Each team has clear objectives and project plans. They are given autonomy and assignments that are professionally challenging. CAREER INSIGHT Harness Your Emotions Emotions drive performance, and leaders who do not acknowledge their own or their employee ’s temperaments can ’t inspire the best work from their staffs. Employees who work for intimidating or self-absorbed bosses become guarded and are reluctant to share information or new ideas.

Daniel Goleman, in his book, Social Intelligence,says emotional distress can impair the brain ’s mechanism to learn and think clearly. 16 258 Part 4 If We All Work Together … Patrick Lencioni, author ofThe Five Dysfunctions of a Team, has spent many years researching factors that contribute to unproductive teams. In his best-selling book, he provides a five-part model that explains how teams typi- cally hurt themselves (see Figure 12.2). Behavioral Science Principles Supporting Team Building One approach to the study of leadership is examining the careers of successful leaders who demonstrated their ability to develop teamwork. A second approach to the study of leadership is reviewing the findings of scholars who have FIGURE 12.2 Five Dysfunctions of a Team Patrick Lencioni believes that effective teamwork is not common in most organizations.

Too often teams fall prey to five interrelated dysfunctions: Fear of Conflict: Teams that lack trust are not capable of engaging in open, unfiltered debate\ .

Lack of Commitment: When team members fail to voice their views openly during passionate debate, they rarely buy in and commit to decisions. Avoidance of Accountability: Without commitment and buy in, team members are often hesitant to call their peers on actions and behaviors that s\ eem counterproductive to the good of the team. Inattention to Results: Failure to hold one another accountable creates an environment where team members put their own needs above the collective goals of the team. Absence of Trust: Trust is the foundation of effective teamwork. Source:Patrick Lencioni, The Five Dysfunctions of a Team (San Francisco, CA: Jossey-Bass, 2002), pp. 187 –190. Reproduced with permission of John Wiley & Sons, Inc. Copyright © 2002 by John Lencioni/Published by Jossey-Bass, a Wiley Company Chapter 12: Team Building: A Leadership Strategy 259 identified the characteristics of successful leaders. What do successful leaders have in common? See in the sections that follow, how Douglas McGregor, Robert Blake, Jane S. Mouton, and Robert K. Greenleaf have answered this question.

McGregor’s Influence In the late 1950s, a book by Douglas McGregor entitled The Human Side of Enter- prise presented convincing arguments that management had been ignoring certain important facts about people. The author said that managers often failed to recog- nize the potential for growth of most workers and their desire for fulfillment. He identified several characteristics of an effective work team. 17 1. The atmosphere of the workplace tends to be informal, comfortable, and re- laxed. It is a working environment in which people are involved and interested. 2. There is a lot of discussion about work-related issues. Virtually everyone par- ticipates, but contributions remain pertinent to the task of the group. The members listen to one another. 3. The tasks or objectives of the group are well understood and accepted by the members. 4. There is disagreement. The group is comfortable with this and shows no signs of having to avoid conflict. 5. People freely express their feelings as well as their ideas, both on the problem and on the group ’s operation. There is little avoidance, and there are few “ hidden agendas. ” McGregor ’s views on the characteristics of effective work teams, represent “ classic ”thinking. His thoughts continue to have merit today. The Ohio State Model The wide range of types of leadership positions may cause you to ask: Do people in these positions have much in common? Will team-building strategies work in most situations? The answer to both questions is yes. A great majority of successful leaders share certain behavior characteristics. Two of the most important dimen- sions of supervisory leadership –consideration andstructure —have been identified in research studies conducted by Edwin Fleishman at Ohio State University 19 and validated by several additional studies. By making a matrix out of these two Total Person Insight PATRICK LENCIONI Author, The Five Dysfunctions of a Team “It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare. ” 18 260Part 4 If We All Work Together … independent dimensions of leadership, the researchers identified four styles of leadership (see Figure 12.3).

Consideration The dimension ofconsiderationreflects the extent to which a leader ’s relation- ships with subordinates are characterized by mutual trust, respect for the employees, consideration of their feelings, and a certain warmth in interpersonal relationships. When consideration is present, the leader –subordinate relationship is characterized by a climate of good rapport and two-way communication.

Structure The dimension of structurereflects the extent to which a leader is likely to define and direct his or her role and the roles of subordinates toward goal attainment.

Individuals who incorporate structure into their leadership style actively direct group activities by planning, setting goals, communicating information, schedul- ing, and evaluating performance. People who work under the direction of a highly structured leader know what is expected of them. It is interesting to note that the dimensions of consideration and structure are independent of each other. A leader may be well qualified in one area but lack competence in the other. Anyone who assumes a leadership role can consciously work to develop competence in both areas.

FIGURE 12.3 Basic Leadership Styles from the Ohio State Study High Low Low High Consideration Initiating Structure LOW STRUCTURE HIGH CONSIDERATION Leader strives to promote group harmony and social-need satisfaction. HIGH STRUCTURE HIGH CONSIDERATION Leader strives to achieve a pro- ductive balance between getting the job done and maintaining a cohesive, friendly workgroup.

LOW STRUCTURE LOW CONSIDERATION Leader retreats to a generally passive role of allowing the situation to take care of itself. HIGH STRUCTURE LOW CONSIDERATION Leader devotes primary attention to getting the job done. Personal concerns are strictly secondary. This matrix is similar to the Leadership Grid (formerly called the Managerial Grid) developed by Robert Blake and Jane Mouton. The Leadership Grid is based on two leadership style dimensions:

concern for people and concern for production.

Source:

James M. Kouzes and Barry P. Posner The Leadership Challenge,3rded.

(San Francisco, CA: Jossey-Bass, 2002), pp. 13 –20. Chapter 12: Team Building: A Leadership Strategy 261 Improving Consideration Skills Brian Tracy says that effective leaders are guided by thelaw of empathy:“Leaders are sensitive to and aware of the needs, feelings, and motivations of those they lead. ” 20 This is good advice for anyone who wants to become an outstanding leader. To im- prove the dimension of consideration, one should adopt the following practices:

Recognize Accomplishments. When individual achievements are overlooked, leaders miss a valuable opportunity to boost employee self-confidence and build morale. As noted in Chapter 10, people need recogni- tion for good work, regardless of the duties they per- form or the positions they hold. Of course, recognition should be contingent on performance. When recogni- tion is given for mediocre performance, the leader is re- inforcing a behavior that is not desirable. Provide for Early and Frequent Success . According to an old saying, “Nothing succeeds like success. ”A su- pervisor should provide each employee with as many opportunities to succeed as possible. The foundation for accomplishment begins with a carefully planned ori- entation and training program. Supervisors and man- agers should review job duties and responsibilities, organizational policies and procedures, and any other pertinent information with their employees early in the relationship. Successful leaders are successful teachers. Take a Personal Interest in Each Employee . Everyone likes to be treated as an individual. Taking a personal interest means learning the names of spouses and children, finding out what employees do during their leisure time, asking about their families, and acknowledging birthdays. The more you learn about the“whole person, ”the better you will be able to help employees balance their work lives with the rest of their lives. Establish a Climate of Open Communication . To establish a climate of open communication, the leader must be available and approachable. Employees should feel comfortable talking about their fears, frustrations, and aspirations. Communication is closely linked to em- ployee morale —morale is directly linked to productivity.

Therefore, efforts to improve the communication process represent a good use of the supervisor ’s time and energy. CRITICAL THINKING CHALLENGE:

Analyze It Reflect on your work experience and experiences in high school or college. Recall situa- tions when you felt like a member of an effective team. What did the supervisor, man- ager, teacher, or coach do to develop the spirit of teamwork? Once you have reviewed the behaviors of these team leaders, assign each person one of the five leadership styles developed by Blake and Mouton (see Figure 12.4). 21 A supervisor should provide each employee with as many opportunities to succeed as possible.

Therefore, efforts to improve the communication process represent a good use of the supervisor ’stimeand energy. 262 Part 4 If We All Work Together … Discover Individual Employee Values. Today’s lean, flatter organizations of- fer employees fewer opportunities for promotion, smaller raises, and less job se- curity. As a result, many workers no longer feel secure or identify with the company. Leaders should encourage employees to explore their values and de- termine whether there is a match between what matters most to them and the work they are doing. If a value conflict turns up, determine whether it is possible to redesign the job or give the employee a new assignment. 22 Improving Structure Skills The leader who incorporates structure into his or her leadership style plays an active role in directing group activities. The team builder gives the group direc- tion, establishes performance standards, and maintains individual and group accountability. The following practices can be used to develop the dimension of structure:

Communicate Your Expectations . Members of the group or team must pos- sess a clear idea of what needs to be accomplished. The law of expectations, ac- cording to Brian Tracy, states, “Whatever you expect, with confidence, becomes your own self-fulfilling prophecy. ” 23 Leaders must effectively formulate their ex- pectations and then communicate them with conviction.

Bob Hughes, a consultant in the area of team building, suggests establishing baseline performance data so progress can be assessed. 24 In an office that pro- cesses lease applications, where accuracy and speed are critically important, the baseline data might include the number of error-free lease applications the team processes in one day. In an ideal situation, team members will be involved in set- ting goals and will help determine how best to achieve the goals. The goal-setting process is described in Chapter 4. Provide Specific Feedback Often . Feedback should be relevant to the task per- formed by the employee and should be given soon after performance. Feedback is especially critical when an employee is just learning a new job. The supervisor should point out improvements in performance, no matter how small, and always reinforce the behavior she or he wants repeated. The most relevant feedback in a self-managed work team usually comes from coworkers, because team members are accountable to one another. Deal with Performance Problems Immediately . As a leader, you must deal quickly with the person who does not measure up to your standards of performance. When members of the group are not held accountable for doing their share of the work or for making mis- takes, group morale may suffer. Other members of the group will quickly observe the poor performance and wonder why you are not taking corrective action. To achieve the best results, focus feedback on the situation, issue, or behav- ior, not on the employee. A person can make a mistake and still be a valu- able employee. Correct the person in a way that does not create anger and resentment. Avoid demoralizing the person or impairing his or her self- confidence. 25 A person can make a mistake and still be a valuable employee. Chapter 12: Team Building: A Leadership Strategy 263 Coaching for Peak Performance. When performance problems surface, leaders must assume the role of coach. Coachingis an interpersonal process between the leader and the employee in which the leader helps the employee improve in a specific area. The coaching process involves four steps. Step one involves documentation of the performance problem. Step twoinvolves getting the employee to recognize and agree that there is a need to improve perfor- mance in a specific area. Leaders should never assume the employee sees the problem in the same way they do. Step threeinvolves exploring options.

At this point, it is often best to let the employee suggest ways to improve perfor- mance. Step four involves getting a commitment from the employee to take action. 26 Effective leaders never stop learning. Programs offered by the Center for Creative Leadership help managers and executives learn how to work more effectively with people. Courtesy Center for Creative Leadership 264 Part 4 If We All Work Together … The Leadership Grid In the early 1960s, Robert Blake and Jane Mouton authored a popular book enti- tledThe Managerial Grid (http://www.gridinternational.com ). TheLeadership Grid ® (formerly called the Managerial Grid ®) is a model based on two important leadership- style dimensions: concern for people and concern for production 27 (see Figure 12.4).

Where work is physical, concern for production may take the form of number of units assembled per hour or time needed to meet a certain production schedule. In an office setting, concern for production may take the form of Skill Development: Apply It Assume you are the manager of the record-keeping department at a credit union.

Three of the employees are responsible for sorting and listing checks and keeping personal and commercial accounts up-to-date. A fourth employee handles all inquiries concerning overdrafts and other problems related to customer accounts. List four specific behaviors you would develop that would contribute to the leadership quality described as consideration and four behaviors that would contribute to the quality described as structure. FIGURE 12.4 Blake and McCanse ’s Leadership Grid ® 1, 9 9, 9 1, 1 9, 1 Country club management Thoughtful attention to needs of people for satisfying relation- ships leads to a comfortable, friendly organization atmos- phere and work tempo. Team management Work-accomplishment is from committee people interdependence through a “common stake” in organization purpose leads to relationships of trust and respect.

Middle of the road management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.

Authority compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

Impoverished management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 5, 5 9 87 6 5 Concern for people Concern for production 4 3 2 1 123456789 High Low Low High Source:Robert Kreitner, Management(11e), (Boston: Houghton Mifflin Harcourt Publishing Company, 2009), p. 408. Chapter 12: Team Building: A Leadership Strategy 265 document-preparation volume and accuracy. Concern for people can be re- flected in the way a supervisor views work and safety conditions, compensa- tion, recognition for a job well done, and awareness of employees’need to be treated with respect. The Grid helps clarify how these two dimensions are re- lated and establishes a uniform language for communication about leadership styles and patterns. Although there are many possible leadership styles within the Grid, five encompass the most important differences among managers.

Blake and Mouton developed descriptive names for each. 28 Using the scale from 1 to 9 as marked on each axis, the five styles emerge as follows:

9, 1 style : primary concern for production; human elements are secondary 1, 9 style : primary concern is people; production secondary 1, 1 style : minimum concern for either production or people 5, 5 style: moderate concern for both people and production 9, 9 style: major concern for both people and production Blake and Mouton devoted more than 30 years to the study of the team- building leadership style. They maintain that this style is the one most positively associated with productivity and profitability, career success and satisfaction, and physical and mental health. The term one best styleis used by the authors to describe this orientation. This style, they state, achieves production through a high degree of shared responsibility coupled with high participation, involve- ment, and commitment —all of which are hallmarks of teamwork. 29 Situational Leadership The Situational Leadership Model , developed by Paul Hersey and his col- leagues at the Center for Leadership Studies ( http://www.situational.com), offers an alternative to the Leadership Grid. Situational leadershipis based on the the- ory that the most successful leadership occurs when the leader ’s style matches the situation. Situational leadership theory emphasizes the need for flexibility. 30 Paul Hersey says that the primary behaviors displayed by effective managers in the Situational Leadership Model can be described as task behaviorandrelation- ship behavior . Task behavior, as Hersey describes it in his book The Situational Leader , is very similar to the “concern for production ”dimension of the Leader- ship Grid. And relationship behavior is very similar to the “concern for people ” dimension. In essence, the situational leader and the person who uses the Lead- ership Grid model rely on the same two dimensions of leadership. 31 What is the major difference between these two leadership models? Hersey says that, when attempting to influence others, you must (1) diagnose the readi- ness level of the follower for a specific task and (2) provide the appropriate lead- ership style for that situation. In other words, given the specific situation, you must decide how much task behavior and how much relationship behavior to display. Readiness is defined as the extent to which an employee has the ability and willingness to accomplish a specific task. If an employee has the experience and skill to perform a certain task or activity, this information will influence the leader ’s style. However, the leader must also consider the employee ’s confidence level, commitment, and motivation to accomplish the task or activity. Hersey re- minds us that readiness levels often vary greatly among members of the work group. 32 266 Part 4 If We All Work Together … Additional Leadership Qualities In addition to consideration and structure skills, leaders need some additional qualities (see Figure 12.5). One of these is character. As noted in Chapter 5, char- acter is composed of personal standards of behavior, including honesty, integrity, and moral strength. Effective leadership is characterized by honesty, truthfulness, and straight dealing with every person. 34 Without character it is impossible to build a trusting relationship with the people you lead.

A second important quality is emotional intelligence, a concept that was dis- cussed in Chapter 9. Emotional intelligence is a much more powerful predictor of leadership success than IQ, because it gives you the ability to monitor your own and others ’emotions and deal with them effectively. 35 A leader with high emotional intelligence is more likely to detect friction and eliminate conflict among team members. This leader is also more flexible, and therefore better able to use situational leadership. Character and emotional intelligence are leadership qualities that can be devel- oped. Leaders create themselves —they are not born. One very important key to growth in both of these areas is self-awareness. Without self-awareness we may behave in ways that are potentially ineffective. 36 Teamwork: The Employee ’sRole Each member should assume an active part in helping the work unit achieve its mission. This means that every member of the work group can and should be a HUMAN RELATIONS IN ACTION Servant Leadership One of the most important leadership principles is the idea of servant leadership,a concept developed by Robert K. Greenleaf. He said, “The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. ” Greenleaf believed that true leadership emerges from those whose primarymotiva- tion is a deep desire to help others. Servant-leadership encourages collaboration, trust, and the ethical use of power and empowerment. 33 FIGURE 12.5 Additional Leadership Qualities Character Emotional Intelligence CONSIDERATION AND STRUCTURE SKILLS LEADERSHIP QUALITIES Chapter 12: Team Building: A Leadership Strategy 267 team member and a team builder. These dual roles are achieved when employees assume greater responsibility for the success of the work unit. Today’s most val- ued employees are those who are willing to assume leadership responsibilities.

Employees as Leaders In traditional organizations, there were leaders and followers, and the followers were not expected to develop leadership skills. Today, some of the most effective leaders are helping their work-team members develop leadership skills so that the team ’s success will not ride on one person. At a time when most organizations are attempting to compete in a complex, ever-changing global market, there is real merit in establishing a diversity of leadership within the work group. If we are willing to expand our definition of leadership, we can see leaders everywhere. 37 • The quiet “worker bee ”frequently serves as a leader when the issue is how to get the work done during a crisis situation.

• The “corporate counselor, ”who informally guides coworkers through stress- ful problems by merely listening, is an emotional leader.

• The rigid “rule follower ”keeps our creativity from becoming irresponsible.

Will the “employees as leaders ”approach catch on? J. Oliver Crom, CEO of Dale Carnegie & Associates, Inc., is optimistic. He says that leadership skills are needed at all levels of the organization and adds that, “Every employee is a leader ”might well be today ’s business slogan. 38 Becoming a Valued Team Member Throughout your working life, your success is very likely to depend on your ability to be an effective team member. Here are some tips on how to become a respected team member in any organizational setting. 39 1. Avoid becoming part of a clique, or subgroup within the team. As a member of a clique, you are very likely to lose the trust and respect of other team members. 2. Avoid any action that might sabotage the team. By engaging in frequent criticism of other team members, gossip, or other unconstructive behaviors, you un- dermine team efforts. 3. Keep in mind that effective team membership depends on honest, open communica- tion among team members. Use the fundamentals of constructive self-disclosure discussed in Chapter 8. 4. As a team member, do not feel the need to submerge your own strong beliefs, creative solutions, and ideas. If the team members are about to make a decision that in your opinion is not “right, ”do not hesitate to speak up and express your views.

Total Person Insight JOHN C. M AXWELL Author, The 17 Essential Qualities of a Team Player “Great challenges require great teamwork, and the quality most needed among team- mates amid the pressure of a difficult challenge is collaboration …Each person brings something to the table that adds value to the relationship and synergy to the team. ” 40 268Part 4 If We All Work Together … Teamwork can be a very satisfying experience. It can generate positive energy and contribute to a sense of optimism about the future. As a team member, you have the opportunity to assume a very important leadership role. Managing the Relationship with Your Boss The idea that you should manage the relationship with your boss may sound a little unusual at first. But it makes a lot of sense when you consider the advantages of assuming this responsibility. When the subordinate and the boss are both working to maintain a good relationship, conflict is less likely to surface. The boss-subordinate relationship is not like the one between parent and child —the burden for managing the relationship should notandcannot fall entirely on the one in authority.

When you take time to manage the relationship with your boss, he or she will become more effective in performing his or her job. In many cases, managers are no more effective than the combined competence of the people they super- vise. Some employees do not realize how much their boss needs assistance and support from them. How do you go about managing your boss? Here are some general considerations.

Assess Your Own Strengths . The boss represents only one-half of the relation- ship. The development of an effective working relationship also requires reflecting PricewaterhouseCoopers LLP (PwC) has created a culture that fosters collaboration and knowledge sharing. The company is also committed to making a difference in the communities in which it does business. A training program involving team-based bicycle building helps new hires learn valuable teamwork skills. Employees work together in groups to build bikes for children and adults. The completed bikes are donated to area youth organizations, senior-care facilities, and other nonprofits.

Courtesy of PricewaterhouseCoopers LLP (PwC) Chapter 12: Team Building: A Leadership Strategy 269 on your own strengths. As noted in Chapter 4, the first step towards strength building is to discover your greatest talents.

Develop an Understanding of Your Boss. Become familiar with this person’s strengths, weaknesses, work habits, communication style, and needs. Spend time studying your boss. In some cases, the direct approach is best. Ask your boss, “ How would you like me to work with you? ”Try to determine his or her goals and expectations. What is the person trying to accomplish? Does your boss enjoy casual meetings to discuss business matters or formal meetings with written agendas? Flex Your Communication Style . In terms of communication style, is your boss supportive, emotive, reflective, or director? Once you have answered this question, begin thinking of how to flex your style in ways that will build rapport and avoid unnecessary stress. Remember, style flexing is a temporary effort to act in harmony with another person ’s preferred communication style (see Chapter 3). Be Frank and Candid . Suppose that to avoid conflict, you almost never dis- agree with your boss —even when your boss is obviously wrong. Are you mak- ing a contribution to his or her growth and development? Obviously not. And don ’t hesitate to speak up regarding your contributions. Learn how to point out your accomplishments gracefully. You might say, “I know you ’re busy, so why don ’t I send you an e-mail explaining what I ’m working on and what I ’ve done? ” 41 As organizations become flatter, with fewer layers of management and more projects carried out by teams, collaboration has become more important. Effective team members are those who collaborate actively with their leader and other members of the team.

HUMAN RELATIONS IN ACTION Tips for Young Leaders Wanted: A new breed of boss who can provide strong leadership, handle technol- ogy, inspire teamwork, and cope with uncertainty. The person who fits this de- scription may be quite young and inexperienced. Many of today ’s leaders are no longer molded solely by seniority and experience. Here are some tips for the young manager:

Keep in mind that watching your own bosses in action is not enough to teach you to be one. Never assume that others are motivated by the same things you are. Don ’t ask for suggestions or opinions that you are not seriously prepared to consider. Give before you take. Approach relationships (with your employees, your boss, and customers) with what you have to offer, not with what you want. Reach out to people with more age and experience. 42 270 Part 4 If We All Work Together … LOOKING BACK: REVIEWING THE CONCEPTS Explain the importance of teamwork in an organizational setting.

Teamwork ensures not only that a job gets done but also that it gets done efficiently. Therefore, suc- cessful teamwork can often make the difference be- tween the profitable and the unprofitable operation of an organization. The team-building leadership style is effective because it is suited to the needs of most of today ’s employees.

Identify and explain common types of work teams.

Many companies are forming specific types of teams.

Two of the most common are self-managed teams and cross-functional teams. Self-managed teams as- sume responsibility for traditional management tasks as part of their regular work routine. Team members are responsible for producing a well- defined product or service. They usually rotate among the various jobs and acquire the knowledge and skills to perform each one. Cross-functional teams are task groups staffed with a mix of specia- lists focused on a common objective. These teams are often temporary units with members from different departments.

Explain the behavioral science principles that support team building.

One way to learn about team building is to study leaders who promote teamwork and scholars who discuss it; examples are McGregor, Blake and Mouton, Greenleaf, and others. Two important di- mensions of supervisory leadership contribute to team building. One of these dimensions, consider- ation , reflects the extent to which a supervisor maintains relationships with employees that are characterized by mutual trust, respect, and rap- port. The other dimension, structure, reflects the ex- tent to which a supervisor is likely to direct group activities through planning, goal setting, communi- cation, scheduling, and evaluating. The Leadership Grid ®and the Situational Leadership Model help clarify these two dimensions of leadership. Effec- tive leaders must also develop the qualities of char- acter and emotional intelligence.

Describe the team-member skills that employees need.

Members of an effective work group should as- sume effective leadership and membership roles.

Each team member helps the group achieve its mis- sion. Everyone assumes the role of team member and team builder. Employees are in a unique posi- tion to give guidance and support to their supervi- sor or manager. Most bosses need this assistance and support to achieve success. ON THE JOB Q & A: ACHIEVING TEAM MEMBER RECOGNITION Q: I work for a company that frequently uses cross-functional teams to com- plete certain projects. Whenever I serve on one of these teams, I feel frus- trated. I want to get a promotion, but team assignments seem to hide my talents. How can I make the best of my next team assignment?

A: If your company is having success with these teams, the best way to get the attention of top management is to be an effective team member. When you get your next team assignment, make a quick study of how the group is working together and note any problems that could prevent the team from reaching its goals. Your visibility will increase if you find ways to enhance team performance. You might share important information with team members or offer to help team members develop some specific skills. In most cases it ’s possible to help your teammates grow while developing yourself. 43 Chapter 12: Team Building: A Leadership Strategy 271 KEY TERMS leadership 254 management 255 team building 256 synergy 256 self-managed teams 256cross-functional teams 257 virtual teams 258 consideration 261 structure 261 coaching 264 Leadership Grid ®265 Situational Leadership Model 266 situational leadership 266 TRYYOURHAND 1. Business publications such as the Wall Street Journal, Fortune, BusinessWeek , andFast Com- pany frequently feature articles describing problem bosses. Managers with high-tech back- grounds (computer science, electrical engi- neering, mathematics, etc.) sometimes create employee frustration through insensitive or im- personal behavior. These so-called nerd man- agers are often more focused on technology than on people. They have high IQs but rank low in emotional intelligence, and they lack people skills. The result is often high employee turnover. Let ’s assume that you are working for a small business and the owner is often de- scribed by employees as the “nerd boss from hell. ”What steps might you take to influence your boss, who seems to spend all his time ob- sessing about technology and ignoring the needs of his employees? Review the material featured in this chapter, and then develop a plan that would help your boss develop a strong team-building leadership style. 44 2. There is increasing pressure on organizations to allow employees ’personal problems to be brought to the attention of the supervisor or manager. Personal problems that can disrupt people ’s lives include dealing with a teenager on drugs, coping with the needs of a sick par- ent, losing a babysitter, or getting a divorce.

Schedule an interview with two persons who hold supervisory-management positions and ask these questions: a. Do you assume the role of mentor and coun- selor when an employee brings a personal problem to your attention?

b. Should you give the person with a serious problem some special consideration, such as time off, less demanding work, or profes- sional help that is paid for by the company? 3.The skills needed to be an effective leader can be developed by anyone who is willing to in- vest the time and energy. It is possible to prac- tice important leadership skills before you assume the duties of a supervisor or manager.

Review the various ways to improve consider- ation and structure skills discussed in this chap- ter, and then begin searching for opportunities to practice these skills. Here are some opportu- nities for practice: a. Volunteer assignments in your community b. Group assignments at work, at college, or at your place of worship c. Involvement in political, professional, or so- cial activities 4.The authors of The Leadership Challenge have identified five practices of exemplary leader- ship (see Figure 12.1). Review these practices and select the two that you feel present the greatest challenge to someone who has been promoted to a leadership position for the first time. Provide a rationale for your choice. INTERNET INSIGHTS 1. Many companies provide Internet access for employees and allow them to work in virtual teams. Members may work at headquarters, in satellite offices, on the road, and from home.

Virtual team members may never meet one another face to face because they communi- cate via e-mail, conference calls, and other methods. Web-based tools have been designed to help teams work together more effectively.

Visit the following websites and review their 272 Part 4 If We All Work Together … services. Then prepare a brief written report on your findings. 45 WEBSITE PURPOSE WebExhttp://www.

webex.com Let ’s you conduct online meetings, sales presentations, training ses- sions, and other online events.

WebOffice http:// weboffice.com WebOffice Workgroup combines asynchronous tools such as docu- ment sharing and calendaring with real-time Web meeting technology.

ScheduleOnline http:// www.scheduleonline.

com A group calendar that lets users schedule events, invite people to meetings, and reserve physical re- sources such as conference rooms or equipment. 2.

Several websites provide workers with an op- portunity to post complaints about their boss, employer, or coworker. Visit the following website and prepare a brief written report on your findings. The website http://www.badbossology .com will help you with difficult boss problems.

It offers free access to hundreds of articles on solv- ing problems with difficult bosses. ± ± ± ± ± ± ± ± ± ± ± ± ± ± ± ± ± ± YOU PLAY THE ROLE You are currently a computer technician employed by Tech Assistance, Inc. The company provides a wide range of services, including computer system setup, PC and server repairs and upgrades, virus and spyware removal, data recovery services, and Internet security. The company was founded by Erin Wilson about five years ago. You are one of five technicians who make service calls and occa- sionally work in the repair center when needed. You like your work, but feel a sense of frustration when fellow employees fail to give their best efforts. The owner is very effective in solving technical problems but often displays poor peo- ple skills. She simply does not pay attention to employees; to what they are doing, or to how they are feeling. He knows almost nothing about their hobbies, family status, or personal concerns. There are times when you feel like quitting, but you like solving technical problems and helping customers with their com- puter needs. You have decided to meet with Erin and provide some suggestions on how to become a more effective leader. Use the name Reagan Simpson during the role play. BELOW THE SURFACE:

Teams in Action At the beginning of this chapter, you were introduced to two different forms of team development. The Lexus division developed a “super affluent team, ”nine employees from various departments who traveled the country asking the ultra-rich a series of life- style questions. The goal was to learn how to give the Lexus brand an image makeover.

Lexus wanted to compete more effectively with European luxury brands. Lexus used the cross-functional team format. 46 ICU Medical, Inc., also introduced at the beginning of the chapter, uses cross- functional teams to foster creativity and solve a variety of problems. ICU allows workers to initiate teams, a practice that is quite rare. George Lopez, CEO of ICU Medical, Inc., basically told his employees (around 1,480) to form teams and come up with ways to Chapter 12: Team Building: A Leadership Strategy 273 boost production. This approach stands in sharp contrast to the“top-down ”decision- making approach that is so common in corporate America. 47 The General Electric (GE) aircraft-engine assembly facility in Durham, North Carolina, provides a good example of a self-managed team. About 200 employees are involved in building huge jet engines the size of a large automobile. The engines are assembled by nine self-managed teams. Team members make a wide range of decisions, such as job assignments, how to improve the manufacturing process, vacation schedules, and the assignment of overtime. If a team member slacks off, members deal with the problem. 48 QUESTIONS 1. If you were a GE employee and nominated to lead one of the nine self-managed teams, what would you look forward to the most (and what would you fear the most) about the experience?

2. What do you consider to be the major arguments for and against the team devel- opment practices used at ICU Medical, Inc.?

3. Looking into the future, do you see growth in the use of the various team formats? Explain your answer. CLOSING CASE:

Virtual Teamwork: Making It Work Virtual teams are composed of employees who are physically dispersed throughout the nation or around the world. They are linked by various forms of electronic technology.

Face-to-face contact is usually minimal or nonexistent. Virtual teams face several chal- lenges: time zone differences, which make quick information exchanges difficult, and cultural miscues, which can cause misunderstandings. When teams don ’t meet in per- son, its less likely they will develop the kind of chemistry common to productive teams that have face-to-face meetings. Many virtual teams are in continuous danger of be- coming dysfunctional. 49 Recent research has identified certain traits and practices common to most virtual teams. Here are a few important rules for making these teams productive. 50 Choose a few team members who already know each other. This will speed up the process of building networks among team members. Invest in online re- sources that help all team members quickly learn about one another. Ensure the task is meaningful to team members and the company. Assign only tasks that are challenging and interesting. The virtual team should include “boundary spanners, ”persons who have many connections to useful people outside of the team. Develop a team mission statement along with teamwork expectations, project goals, and deadlines. Create an online site where team members can collaborate, exchange ideas and motivate one another. The team should have a shared online workspace that all members can access 24 hours a day. Encourage frequent communication and try to reach agreement in preferred com- munication tools. If you are a virtual team leader, find ways to mark team progress toward goals.

274 Part 4 If We All Work Together … QUESTIONS 1. Which of the five dysfunctions of a team (presented in Figure 12.2) would be thegreatest barriers to virtual team productivity? Defend your answer.

2. What can be done to avoid information overload when the virtual team is made up of 25 to 30 members? INTEGRATED RESOURCES VIDEOS: Turbulent Times: Numis Managing Equality Leadership: A Vision for Transformation CLASSROOM ACTIVITIES IRM Application Exercise 12.1 IRM Application Exercise 12.2 IRM Application Exercise 12.3 Chapter 12: Team Building: A Leadership Strategy 275 This page intentionally left blank