Which phase of the team leadership model TLM is the most frequently omitted step in the culture of many traditional organizations?

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• Ginnett’s Team Leadership Model (TLM) chapter 10

  • specifically designed to help teams perform more effectively,
    1) identify what a team needs to be effective
    2) point the leader towards roadblocks of ways to make the team more effective than it already

  • 4 process measures of effectiveness

    • 2.have sufficient knowledge and skills within the team to perform the task

    • 1. have a strategy to accomplish work

    • 1. have positive group dynamics among members (have: work, knowledge/skills, strategy, positive group dynamic)

  • • process measures measure effectiveness by providing criteria to examine the ways teams work

    • Inputs what is available for teams as they go about their work

    • outputs the results of the team's work, high performing team

  • Three Functions of TLM Leadership

    • Dream Obviously the team needs to have a clear vision.

    • Design The importance of the design function of leadership cannot be overstated. Whether in the start-up of a team or in the midstream assignment of leaders, designing the team is critical. Unfortunately, this is also often the most frequently omitted step in the culture of many traditional organizations.

    • Development
      If the leader finds that the team has a clear sense of direction and vision, and the input variables at the individual, organizational, and team levels are contributing positively to team effectiveness (that is, the design portion of the leader’s job has been taken care of), then she can turn her attention to the development level)

  • Concluding Thoughts about Ginnett’s Team Leadership Model

    • ( 2 ) designing or redesigning input-stage variables at the individual, organizational, and team design levels; and

    • ( 3 ) improving team performance through ongoing coaching at various stages, but particularly while the team is actually performing its task.

    • leaders can influence team effectiveness by
      ( 1 ) ensuring that the team has a clear sense of purpose and performance expectations;

  • • it is appropriate to briefly consider the difficulties and recommended solutions for leading geographically dispersed teams (GDTs) . There is considerable discussion about the labeling of such teams, but for simplicity we will call them virtual teams here.

      • 10 principles of leading virtual teams

        • • • focus on relationship before tasks

          • • seek clarity and focus early on create a sense of order and predictability

          • • be a cool-headed, objective problem solver

          • • develop shared operating agreements

          • • give team members personal attention

          • • respect the challenges of the virtual environment

          • • recognize the limits of available technologies