Tugas Individu

Leadership Communication
Session 8: High Performing Team Leadership
Ardimas Sasdi, M.Si., Dr.

Marsha Annisa Nandita

NIM: 19/452745/PEK/25697
Eksekutif A Angkatan 47A

Program Studi Magister Manajemen

Fakultas Ekonomika dan Bisnis
Universitas Gadjah Mada
Jakarta 2020
Lecture Summary: High-Performing Team Leadership

Establishing an Effective Team

The characteristics of what Jon Katzenback and Doug Smith consider a “real” team:
1. Complementary skills (problem solving, technical/functional, interpersonal).
2. Accountability (mutual, individual, and small number of people).
3. Commitment (specific goals, common approach, meaningful purpose).

Katzenback & Smith team basic framework : (1) members should have skills that
complement rather than duplicate each other, (2) members need to recognize & accept mutual as
well as individual accountability, and (3) team must have specific goals, a purpose that is
important to the organization, and approach to the work.

Implementing the Necessary Team Work Processes

The primary causes of conflict in a team are poorly defined goals and purposes and lack
of clarity about the approach to the work and problem solving.
To address the issues, we need to do these steps: (1) creating the team charter, (2) using
action and work plans, (3) delivering the results, and (4) learning from the team experience.

Step 1 : Creating the Team Charter or Contract.

1. Project purpose and goals.
 Each team member need to write down exactly what he/she sees as their purpose for
being a team and be seen and agreed by other members. The goals must support and
clearly link to the purpose specific and measurable performance goals
2. Team member roles and responsibilities.
The basic process roles to consider are similar to the roles in meetings: leader,
facilitator, timekeeper, and note taker.
3. Team ground rules.
Ground rules should fit the culture of the organization and the personality of the
team. It has to be longer-term, and governing the team’s interactions between
meetings.
4. Communication protocol.
The team should decide since the first meeting about how they plan to communicate
with each other considering the type of message and time of the day. Letter, Cover,
Title Page, Table of Contents, Executive Summary, Introduction, Discussion,
Closing or Conclusions, Appendix, Bibliography.

Step 2 : Using Action and Work Plans.

An action plan is useful and a specific work plan of all action items and end products
with responsibilities and time lines is essential. Action plans allow the team members to see the
big picture of the project, by : (1) establish the major phases of the project, and (2) list the major
activities within each one and the overall timing for the phase. The action plan phases should set
up the main areas of work for the work plan.

Step 3 : Delivering the results.

A team’s performance will depend on the team’s being able to deliver the results of its
work. That usually means delivering a presentation, a report, or both.
1. Creating Team Documents and Presentations
Requires preplanning and a clearly defined approach: (1) Single-scribe approach—
one person does all the writing, with the others providing the content to the scribe or
(2) multiple-writer approach—the team divides the writing among the team members
according to the sections for which they have provided most of the content.
2. Controlling Versions
 Agreeing on a method for tracking the versions and establishing a writing and
version control plan will save time and help the team produce higher-quality
communication.
3. Work Plan Specifics
The team will want to include all tasks to create and complete their document or
presentation in the action steps of their work plan. Teams typically underestimate the
time it will take to create and complete a document or presentation as a team. For
instance, a team simply write “Create report” as their action step.

Step 4 : Learning from the Team Experience.

The team leader will also want to provide feedback on the performance of individual
members and ask for feedback on his or her performance as a team leader. The following list of
steps for avoiding team trouble summarizes the process steps discussed in this section.

Managing the People Side of Teams

The team members can shorten the learning curve by discussing the following
information at the first team meeting.
1. Position and responsibilities. The individual is relieved of all other responsibilities to
work on the team, responsibilities outside the team will influence the time and
commitment available for the team, which could leave other team members resentful,
particularly if they are unaware of the extent of the individual’s outside commitments.
2. Team experiences. They will need more education in team dynamics, work
approaches, and expectations (new in teams).
3. Expectations. Team members have different expectations and goals, they may work at
cross-purposes. Making sure each member accepts the goals.
4. Personality. Knowing the characteristics of different personality types can contribute
to the ability to lead and manage the team members. It will help the team leaders
understand others and how they take in information and approach problem solving.
5. Cultural differences. Team members’ understanding of cultural differences can affect
a team’s ability to function.
 Handling Team Issues and Conflict

Types of Team Conflict

Internal team conflict will usually be one of four types:
1. Analytical (team’s constructive disagreement over a project issue or problem).
2. Task (goal, work process, deliverables).
3. Interpersonal (personality, diversity, communication styles).
4. Roles (leadership, responsibilities, power struggles).
Approaches to Handling Team Conflict
Most teams will use one of the following three approaches to managing conflict:
1. One on one: Individuals involved work it out between themselves.
2. Facilitation: Individuals involved work with a facilitator (mediator).
3. Team: Individuals involved discuss it with the entire team. The team members.

Helping Virtual Teams Succeed

Virtual teams, usually geographically dispersed, rely on technology, phone, Internet or

intranet, and video or Web conferencing. There are marked differences.
Identifying Advantages and Challenges of Virtual Teams :
1. Loss of context and nonverbals. Much of the context of communication, so important
in high-context societies, is lost, particularly if teams rely on voice or text technology
only
2. Cultural differences. Cultural differences can become amplified, and personality
conflicts more pronounced.
3. Sharing information. Without a shared workspace, it is difficult to share and discuss
complex information (diagrams, balance sheets, etc.).
4. Trust. Connection and trust are difficult to build in a virtual environment, and the
lack of trust may put a virtual team on a “collision course.
Addressing the Challenges of Virtual Teams:
1. Using a Shared Workspace. Many companies use such shared workspaces today, and
they are becoming more prevalent, since they make it easier for a large,
geographically diverse team to interact more personally with one another and,
therefore, foster better communication.
 2. Structure and Work Processes

3. Trust and Commitment . Just as with a co-located team, virtual team members must
be committed to the team and the team’s work. They must deliver what they promise,
on time, and according to the team’s expectations.

Lecture Summary : Working and Writing in Teams

What kinds of messages should groups attend to

Message in groups should attend to 3 types : (1) informational messages focus on

content: the problem or challenge, data, and possible solutions, (2) procedural messages focus on
method and process. How will the group make decisions ? Who will do what ? When will
assignments be due ? , and (3) interpersonal messages focus on people, promoting friendliness,
cooperation, and group loyalty.

What roles do people play in groups?

Positive roles and actions that help the group achieve its task goals include :
1. Seeking information and opinions. Asking questions, identifying gaps in the group’s
knowledge.
2. Giving information and opinions. Answering questions, providing relevant
information. Summarizing. Restating major points, pulling ideas together,
summarizing decisions.
3. Evaluating. Comparing group process and products to standards and goals.
4. Coordinating. Planning work, giving directions, and fitting together contributions of
group members.
 Positive roles and actions that help the group build loyalty, resolve conflicts, and
function smoothly :
1. Encouraging participation. Demonstrating openness and acceptance, recognizing the
contributions of members, calling on quieter group members.
2. Relieving tensions. Joking and suggesting breaks and fun activities.
3. Checking feelings. Asking members how they feel about group activities and sharing
one’s own feelings with others. Solving interpersonal problems. Opening discussion
of interpersonal problems in the group and suggesting ways to solve them.
4. Listening actively. Showing group members that they have been heard and that their
ideas are being taken seriously.
Negative roles and actions that hurt the group’s product and process include:
1. Blocking. Disagreeing with everything that is proposed.
2. Dominating. Trying to run the group by ordering, shutting out others, and insisting
on one’s own way.
3. Clowning. Making unproductive jokes and diverting the group from the task.
4. Withdrawing. Being silent in meetings, not contributing, not helping with the work,
not attending meetings.
Leadership in Groups . Effective groups balance three kinds of leadership:
1. Informational leaders generate and evaluate ideas and text.
2. Interpersonal leaders monitor the group’s process, check people’s feelings, and
resolve conflicts.
3. Procedural leaders set the agenda, make sure that everyone knows what’s due for the
next meeting, communicate with absent group members, and check to be sure that
assignments are carried out.
Characteristics of Successful Student Groups in three ways:
1. The Leaders set clear deadlines, scheduled frequent meetings, and dealt directly with
conflict that emerged in the group.
2. The successful groups listened to criticism and made important decisions together.
3. The successful groups had a higher proportion of members who worked actively on
the project

Peer Pressure and Group Think

 Groupthink is the tendency for groups to put such a high premium on agreement that
they directly or indirectly punish dissent. The best correctives to groupthink are to :
1. Consciously search for additional alternatives.
2. Test assumptions against those of a range of other people.
3. Encourage disagreement, perhaps even assigning someone to be “devil’s advocate.”
4. Protect the right of people in a group to disagree.

How should we handle conflict

To reduce the number of conflicts in a group, there are 3 ways : (1) make
responsibilities and ground rules clear at the beginning, (2) discuss problems as they arise, rather
than letting them fester till people explode, and (3) realize that group members are not
responsible for each others’ happiness.
Steps in Conflict Resolution : (1) make sure that the people involved really disagree, (2)
check to see that everyone’s information is correct, (3) discover the needs each person is trying
to meet, (4) search for alternatives, and (5) repair bad feelings.
Steps in constructive ways to respond to criticism and get closer to the real concern
include : (1) paraphrasing (to paraphrase, repeat in your own words the verbal content of the
critic’s message), (2) checking for feelings (when you check the critic’s feelings, you identify the
emotions that the critic seems to be expressing verbally or nonverbally), (3) checking inferences
(identify the implied meaning of the verbal and nonverbal content of the criticism, taking the
statement a step further than the words of the critic to try to understand why the critic is bothered
by the action or attitude under discussion), and (4) buying time (when you buy time with limited
agreement, you avoid escalating the conflict (as an angry statement might do) but also avoid
yielding to the critic’s point of view).

How can we create the best co-authored documents

It can be done by two people or much larger group. Steps are : (1) planning the work and
the document, (2) composing the drafts, (3) revising the document, (4) editing and proofreading
the document, and (5) making the group process work.