Reference no: EM132141397

Team Leadership As a manager or group member, you should expect your group to engage in many activities. But groups are not always successful. They do not always engage in the developmental activities that turn them into effective, high-performing teams. A useful developmental sequence shows the various activities as the leadership of the group moves from traditional supervision, through a more participative approach, to true team leadership. It is important to understand a couple of points about this model. Groups do not necessarily keep progressing from one "stage" to the next; they may remain permanently in the supervisory level or become more participative but never make it to true team leadership. As a result, progress on these dimensions must be a conscious goal of the leader and the members, and all should strive to meet these goals. Assume you are the leader of a newly-formed group. What will you face as you attempt to develop your group into a high-performing team? If groups are to develop successfully, they will engage in various activities, including these broad categories: forming, storming, norming, and performing. In this activity, you will consider a manager who is leading a group in a team-based organization. Through considering her management as senior management observes it, you can decide if this manager is an ideal team leader who can help further the organization's strategy by effectively leading her team. Read the case below and answer the questions that follow. Ursula leads a group of employees at an organization with a growing emphasis on team-based product development. Using teams, the company feels, is the only way to remain competitive in this innovation-driven marketplace. Senior management is trying to determine whether or not Ursula is meeting their objectives with respect to building effective teams. In an effort to evaluate Ursula as a team builder, one top manager decided to observe Ursula in action over a three-day period. Here's her report back to the rest of senior management. "Watching Ursula in action was a distinct pleasure for me. She is very, very effective at keeping conflict at bay—it rarely occurred and when it did, she kept it from rearing its ugly side. She is great at training her people; I watched her spend a significant amount of time with each person in her group, working with them one-on-one to provide directions and train them if needed. I was able to watch her firsthand react in the most professional manner to a completely unexpected change in our design process. Wow, she's graceful under pressure! She carefully explained the decisions she made in response to the new change, and the people in her group responded very well to her directions and guidance. In all, I think Ursula is fantastic."

1. How did Ursula handle decisions?

facilitated and supported

team decisions explained

decisions got input for decisions

2. Which of the following best describes how Ursula was seen handling conflict?

containing conflict

making the most of team

differences resolving conflict

3. Which of the following best describes Ursula's approach to developing people?

train individuals

expand team capabilities

develop individual performance

4. Which of the following best captures how Ursula addressed change?

implement change

foresee and influence

change react to change

5. In terms of managing her group, which of the following best describes Ursula's approach?

build trust and inspire teamwork

direct people

involve people