Nghệ thuật lãnh đạo - Chapter 4: Participative management and leading teams

NGHỆ THUẬT LÃNH ĐẠO MSMH: NS301DV01 Chapter 4: Participative Management and Leading Teams Purpose After studying this chapter, you will be able to: Specify the elements of effective delegation Clarify the role of leadership in self-managed teams Explain the principles of self-leadership Content The issue of delegation Evolution of participative management: team and self-leadership The role of leaders in a team environment Chapter 4 4.1- The Issue of Delegation Delegation and Participation Delegation differs from participation in a number of ways: Many leaders define themselves as participative managers if they delegate tasks to their subordinates  more subordinate participation in decision making The goal of delegation is not necessarily to develop employees or create more commitment. Neither does delegation always involve power sharing with employees. Delegation: Delegation In a most basic form: is handing off a task to someone else. In a more complex form: can resemble participative management. Goals of delegation: to help a leader ease an exercise workload. Benefits of Delegation Delegation: frees up the leader’s time for new tasks and strategic activities provides employees with opportunities to learn and develop allows employees to be involved in tasks allows observation and evaluation of employees in new tasks increases employee motivation and satisfaction Guidelines for Good Delegation Guidelines for Good Delegation Why Do Leaders Fail to Delegate? The most commonly used argument against delegation is “I will get it done better and faster myself” Excuses for not delegating Excuses for not delegating Chapter 4 4.2- Evolution of Participative Management: Team and Self-leadership Criteria for Use of Participative Management Criteria for Use of Participative Management Groups A collection of two or more interacting individuals who maintain stable patterns of relationships, share common goals, and perceive themselves as being a group. Groups Teams Team A group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable. Groups and Teams While groups and teams both involve people working together toward a goal, they differ along several dimensions. Synergy means that team members together achieve more than each individual is capable of doing. Whereas group members combine their efforts to achieve their goals, teams reach higher performance levels. Groups vs. Teams Groups vs. Teams Self-Managed Teams (SMT) Where as traditional managers and leaders are expected to provide command and control, the role of leaders in teams is to facilitate processes and support team members. The leader sets the general direction and goals; the team members make all other decisions and implement them. The new role for leaders is most obvious in SMTs, which are teams of employees with full managerial control over their own work. Self-Managed Teams vs. Traditional Work Groups Characteristics of SMTs Power to manage their work. SMTs can set goals, plan, staff, schedule, monitor quality, and implement decisions. Members with different expertise and functional experience. Team members can be from marketing, finance, production, design, and so on. Without a broad range of experience, the team cannot manage all aspects of its work. Absence of an outside manager. The team does not report to an outside manager. Team members manage themselves, their budget and their task through shared leadership. The power to implement decisions. Team members have the power and the resources necessary to implement their decisions. Characteristics of SMTs Coordination and cooperation with other teams and individuals affected by the teams’ decisions. Because each team is independent and does not formally report to a manager, the teams themselves rather than managers must coordinate their tasks and activities to assure integration. Team leadership based on facilitation. Leadership often rotates among members depending on each member’s expertise in handling a specific situation. Instead of a leader who tells others what to do, sets goals, or monitor achievement; team leader remove obstacles for the team and make sure that the team has the resources it needs. The primary role of the team leader is to facilitate rather than control. Facilitation means that the leader focuses on freeing the team from obstacles to allow it to reach the goals it has set. Helping Teams Become Effective Several factors can help make teams effective. Teams must be created with a real and challenging purpose in mind, be empowered to take action, and have the right amount and type of support. Teams often need specialized support and interventions to develop synergy. Helping Teams Become Effective Possible team-training activities: Team building to clarify team goals, and member roles, and set patterns for acceptable interaction. Cross training to assure that team members understand one another’s tasks. Coordination training to allow the team to work together by improving communication and coordination. Self-guided correction to teach team members to monitor, assess, and correct their behavior in the team. Assertiveness training to help team members express themselves appropriately when making requests, providing feedback, and other interactions among themselves. Self-Leadership Self-leadership is the process of leading people to lead themselves (Manz and Neck, 2004) suggests that team members must be taught and encouraged to make their own decisions and accept responsibility to the point where they no longer need leaders. within teams means that all team members set goals and observe, evaluate, critique, reinforce, and reward one another and themselves. Self-Leadership Self-leaders: Develop positive and motivating though patterns. Individuals and teams seek and develop environments that provide positive cues and a supportive and motivating environment. Set personal goals. Individuals and teams set their own performance goals and performance expectations. Observe their behavior and self-evaluate. Team members observe their own and other team members’ behaviors, and provide feedback and critique, and evaluate one another’s performance. Self-reinforce. Team members provide rewards and support to one another. Self-Leadership Self-Leadership Some of the strategies for the development for self-leaders: Listen more, talk less. Ask questions more than provide answers. Share information rather board it. Encourage independent thinking rather than compliant followership. Encourage creativity rather than conformity. Chapter 4 4.3- The Role of Leaders in a Team Environment The role of leaders in a team environment Questions ?