2. Teams in Organizations
Possible Advantages of Using Teams
(Cooke, 2013)
(Daft, 2010)
Increased productivity and improved communications
• Horizontal information sharing and coordination
Assist in implementing change
• Creating changing teams
High quality decision-making
• Coalition of managers
Better use of resources
Creative and efficient problem solving
4. When working with people there are always two dynamics:
Task
Relationship
Servant Leaders:
Meet the needs of their people
Strengthen the bonds of respect, responsibility, and caring with those
around them
Qualities of a Servant Leader:
Patience
Kindness
Humble
Respectful
Selfless
Forgiving
Honest
Committed
(Hunter, 1998)
5. Team Performance
Servant leaders possess skills to develop shared mental models
Assists in effective collaboration between team members
Team members gain more confidence in their ability to collaborate
Servant leaders express the importance of personal integrity, honesty, &
fairness to the team
Fosters authentic and problem-driven communication
Creates a spiritual climate
(Ju & Liden, 2011)
6. Servant Leadership Style Enhancing Team Performance
Uses servant
leadership
style
Increased
TRUST in
the leader
Enhanced
team
performance
Affect-Based Trust emotional bond with leader
Team Psychological Safety: “Shared belief that the team is a safe place
for individual risk taking” (Simmons, 2011).
Open and active participation
Less fear of expressing ideas and concerns
Avoid groupthink (Daft, 2010, p. 510)
(Schaubroeck, Lam, & Peng, 2011)
7. Goal Clarity: understanding team goals and individual roles.
Process Clarity: understanding procedures for executing their roles as
they work toward their goals.
Servant Leadership and the Goal-Setting Process
Goal
Clarity
Process
Clarity
Higher
shared
confidence
in team’s
capabilities
**When servant leadership
behaviors did NOT exist, the
impact of goal clarity and process
clarity on team confidence was
non-existent or was negative.
(Ju & Liden, 2011)
8. Absence of
Trust
• Unwilling to ask
for help
• Will not display
their
vulnerabilities
Fear of
Conflict
• Without trust,
members do not
openly express
opinions
Lack of
Commitment
• Without
conflict, member
s have a difficult
time committing
to decisions
Avoidance of
Accountability
• Without
commitment to a
plan, members
are reluctant to
call other out.
Inattention to
Results
• Members put
own needs
ahead of team
goals when not
held accountable
(Lencioni, 2006)
Team Dysfunction
9. References
Cooke, B. (2013). Lesson One: Why do we need a team? Iris Learning, (505)302.1626.
Daft, R. A. (2010). Organizational theory & design (11th ed.). Mason, OH: South-Western, Cengage Learning.
Hu, J., & Liden, R. C. (2011). Antecedents of team potency and team effectiveness: An examination of goal
and process clarity and servant leadership. Journal Of Applied Psychology, 96(4), 851-862.
doi:10.1037/a0022465
Hunter, J.C. (1998). The Servant: A simple story about the true essence of leadership. New York, NY: Crown
Business
Lencioni, P. (2006). Team Dysfunction. Leadership Excellence, 23(12), 6.
Schaubroeck, J., Lam, S, Peng, A.C. (2011). Cognition-based and affect-based trust as mediators of leader
influences on team performance. Journal of Applied Psychology, 26(4), 863-871.
Simmons, B.L. (2011). Servant leadership, trust, and team performance. Retrieved from
http://www.bretlsimmons.com/2011-03/servant-leadership-trust-and-team-performance/
