Presentation is made on the case study, in which Tuckman's model has been discussed. and what are the qualities of a successful leader in organizational set ups.

1. Organizational Behavior
Presented by : Harram Aneeqa

3. Creative Leadership Process
in Project Team
Development-
An Alternative to Tuckman’s
Stage Model

4. Authors : Tudor Rickards
Susan Moger
Published in British Journal of
Management

5. Outline
 Introduction
 Leadership Theories
 Creativity and Team development
 Tuckman’s model of team
development
 Preliminary empirical studies
 Creative leadership and team factors
 Conclusion

6. Introduction
 Focusing on Project Teams
 Coordinated actions directed toward
non-routine goals
 Clearly defined tasks
 Relatively stable membership
 Stable Leadership

7. Theories
of Project
Teams
Creativity
New
Conceptual
Framework
Empirical Evidences
from Industrial
settings

8. Gap Identified
 Important unresolved issues in Project teams
studies
 Clarification required in domains of creative
problem solving and team development
modeling

9. Creativity in Project Work
 Team Structure facilitates production of task
 Creative Processes and Creative Products
 Osborn proposed that excellence in teams
is achieved by brainstorming
Creativity

10.  Studying creativity theories in
many contexts finally concluded
that:
 Creativity is a necessary
characteristic of teams engaged in
generating new and valued
output.
 But still issue remained
unexplored that which feature
differentiate creative teams from
others

11. Leadership- Theories &
Consequences
Theories suggest that:
 Creative performance of teams is enhanced
by leadership interventions
 Leadership roles facilitates teams in
generating creative outputs
 Creative team leader is basically a facilitator
 Ohio studies showed two dimensions: Task
Oriented and Relationship Oriented

12. Ekvall Study
Creative
Climate
Creative
Leadership
Group
Innovativeness
Warm Positive
Climate
Relationship Oriented
Style

13. Ekvall study
 They found third dimension of
leadership style Change-Orientation
 Measured it on sub scales and scales
showed cronbach-alphas (0.75-0.85)
 Partial correlation coefficients

14. Ohio Type leaders produces structures
that constrain and direct the efforts of
teams
But
Creative Leader seeks to encourage
structures or “Sets to break set”

15. Creativity and Team
Development
 Creativity: Multifaceted processes
through which novel output emerge
 Creative Leadership: Role of team
facilitator and implementation of
problem-solving systems

16.  Benign Structures: Structures that
enhance individual or team activities.
They implies that structures are
benign towards systems change
 Barriers to team development:
Externally imposed constraints
(environmental press), Internally
generated constraints (socially
constructed barriers)

17. Tuck man's model of Team
Development
 In 1965, proposed a model of team
development

18. Unanswered questions??
 What if storm stage never
ends???
 What is needed to
exceed performance
norms??

19. Reworking Tuck man- Jensen
Model
 Proposed Two-barrier model that
reworked the classical model of team
development
First • Weak Behavioral Barrier
Second • Strong Performance Barrier

20. Results of reworking
 Most of teams pass through weak
barrier but produce similar
performance in terms of ideas and
decisions- Dysfunctional Behavior
 Fewer teams pass through strong
barriers and show exceptional creative
performance

21. Testing Hypotheses
 Two barrier hypotheses tested under
two different conditions.
 First: Project teams of business
graduates engaged in realistic
business challenges
 Second: Multiple teams entering in
innovation context within a Multi-
national organizations

22.  In 1st Year : Out of 14 teams 6 were
rated as Dysfunctional and 8 rated as
acceptable results. None rated
outstanding quality results
 In 2nd Year : Out of 23 teams 18 showed
similar and standard output and 5 went
beyond expected results
 Additionally teams were provided with
similar level of training which resulted
majority attains the “Acceptable Quality”
Training at very least help teams
to move smoothly norm/perform
stage

23. Hypotheses Testing
Continuation
 Over a period of years working with
such teams estimated that dysfunctional
teams range from 0-15 %
 Second body of work: Announced
innovation awards within Large
corporations over 3 year time period.
100 % participation rate, 30 innovative
projects = Intrinsic and extrinsic
awards motivated teams to outperform

24. Results
 Benchmarking of excellence is
strongly related to expectations and
competencies of organization
 Dysfunctional teams lack experiential
learning
 Effective large corporations are
developing strong cultures in which
innovation becomes a norm

25. Creative leadership and team
development
 Many teams are conscious of barriers
at “storm” stage
 Facilitative Leadership provide
creativity-enhancing structures to
avoid barriers
 “There are circumstances in which
leader should remain a team member
of more general role of creative
thinking- if it’s worth thinking it’s
worth saying” (Rickards & Moger)

28. Creative Leadership and Team
factors
 Creative leadership impacts on
number of team factors:
 Factor 1: Platform of Understanding
Shared Knowledge, Beliefs and
assumptions

29.  Factor 2: Shared Vision
 Factor 3: Positive Climate
 Factor 4: Resilience
 Factor 5: Idea Owners
Seeking alternative perspectives
Commitment to ideas, Align ideas within
regions

30.  Factor 6: Network Activators
 Factor 7: Learning from Experience
Importing knowledge through external
networking

31. Discussion