Bài giảng Nghệ thuật lãnh đạo - Chapter 4: Participative Management and Leading Teams

NGHỆ THUẬT LÃNH ĐẠO 
MSMH: NS301DV01 
Chapter 4: 
Participative Management and Leading Teams 
Purpose 
After studying this chapter, you will be able to : 
Specify the elements of effective delegation 
Clarify the role of leadership in self-managed teams 
Explain the principles of self-leadership 
Content 
The issue of delegation 
Evolution of participative management: team and self-leadership 
The role of leaders in a team environment 
Chapter 4 
4.1- The Issue of Delegation 
Delegation and Participation 
Delegation differs from participation in a number of ways: 
Many leaders define themselves as participative managers if they delegate tasks to their subordinates more subordinate participation in decision making 
The goal of delegation is not necessarily to develop employees or create more commitment. Neither does delegation always involve power sharing with employees. 
Delegation: 
Delegation 
In a most basic form: is handing off a task to someone else. 
In a more complex form: can resemble participative management. 
Goals of delegation : to help a leader ease an exercise workload. 
Benefits of Delegation 
Delegation : 
frees up the leader’s time for new tasks and strategic activities 
provides employees with opportunities to learn and develop 
allows employees to be involved in tasks 
allows observation and evaluation of employees in new tasks 
increases employee motivation and satisfaction 
Guidelines for Good Delegation 
Guideline 
Description 
Delegate, do not dump 
Delegate both pleasant and unpleasant tasks; provide followers with a variety of experiences 
Clarify goals and expectations 
Provide clear goals and guidelines regarding expectations and limitations 
Provide support and authority 
As a task is delegated, provide necessary authority and resources, such as time, training, and advice needed to complete the task. 
Monitor and provide feedback 
Keep track of progress and provide feedback during and after task completion at regular intervals. 
Guidelines for Good Delegation 
Guideline 
Description 
Delegate to different followers 
Delegate tasks to those who are most motivated to complete them as well as those who have potential but no clear track record of performance. 
Create a safe environment 
Encourage experimentation; tolerate honest mistakes and worthy efforts that may fail. 
Develop your own coaching skills 
Take workshops and training classes to assure that you have the skills to delegate. 
Why Do Leaders Fail to Delegate? 
The most commonly used argument against delegation is “ I will get it done better and faster myself ” 
Excuses for not delegating 
Excuses 
Counterarguments 
My followers are not ready 
The leader’s j is to get followers prepared to take on new tasks. 
My subordinates do not have the necessary skills and knowledge 
The leader’s responsibility is to train followers and prepare them for new challenges. 
I feel uncomfortable asking my followers to do many of my tasks 
Only a few tasks cannot be delegated. Balancing delegation of pleasant and unpleasant tasks is appropriate. 
Excuses for not delegating 
Excuses 
Counterarguments 
I can do the j quicker myself 
Taking time to train followers frees up time in the long run. 
Followers are too busy 
Leaders and followers must learn to manage their workload by setting priorities. 
If followers make a mistake, I am responsible 
Encouraging experimentation and tolerating mistakes are essential to learning and development. 
My own manager may think I am not working hard 
Doing busy work is not an appropriate use of a leader’s time. Delegation allows time to focus on strategic and higher-level activities. 
Chapter 4 
4.2- Evolution of Participative Management: Team and Self-leadership 
Criteria for Use of Participative Management 
Criteria 
Description 
When the task is complex and multifaceted and quality is important 
Complex tasks require input from people with different expertise; people with different point of view are more likely to deliver a quality decision. 
When follower commitment is needed in successful implementation 
Follower participation increases commitment and motivation. 
When there is time 
Using participation takes time; legitimate deadlines and time pressures preclude seeking extensive participation. 
Criteria for Use of Participative Management 
Criteria 
Description 
When the leader and followers are ready and the organizational culture is supportive 
Participation can only succeed if both leader and followers agree to its benefits, are trained in how to use it, and are committed to its success. The organizational culture must encourage or at least tolerate employee participation. 
When interaction between leader and followers is not restricted by the tasks, the structure, or the environment 
Participation requires interaction between leader and followers; such interaction is only possible if restrictions because of factors such as geographic location, structural elements, or task requirements are minimized. 
Groups 
A collection of two or more interacting individuals who maintain stable patterns of relationships, share common goals, and perceive themselves as being a group. 
Groups 
Teams 
Team 
A group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable. 
Groups and Teams 
While groups and teams both involve people working together toward a goal, they differ along several dimensions. 
Synergy means that team members together achieve more than each individual is capable of doing. 
Whereas group members combine their efforts to achieve their goals, teams reach higher performance levels. 
Groups vs. Teams 
Groups 
Teams 
Members work on a common goal 
Members are accountable to manager 
Members do not have clear stable culture and conflict is frequent 
Leadership is assigned to single person 
Groups may accomplish their goals 
Members are fully committed to common goals and a mission they developed 
Members mutually accountable to one another 
Members trust one another and team enjoys a collaborative culture 
Members all share in leadership 
Teams achieve synergy: 2 + 2 = 5 
Groups vs. Teams 
Self-Managed Teams (SMT) 
Where as traditional managers and leaders are expected to provide command and control , the role of leaders in teams is to facilitate processes and support team members . The leader sets the general direction and goals; the team members make all other decisions and implement them. 
The new role for leaders is most obvious in SMTs, which are teams of employees with full managerial control over their own work. 
Self-Managed Teams vs. Traditional Work Groups 
Characteristics of SMTs 
Power to manage their work . SMTs can set goals, plan, staff, schedule, monitor quality, and implement decisions. 
Members with different expertise and functional experience . Team members can be from marketing, finance, production, design, and so on. Without a broad range of experience, the team cannot manage all aspects of its work. 
Absence of an outside manager . The team does not report to an outside manager. Team members manage themselves, their budget and their task through shared leadership. 
The power to implement decisions . Team members have the power and the resources necessary to implement their decisions. 
Characteristics of SMTs 
Coordination and cooperation with other teams and individuals affected by the teams’ decisions . 
Because each team is independent and does not formally report to a manager, the teams themselves rather than managers must coordinate their tasks and activities to assure integration. 
Team leadership based on facilitation . Leadership often rotates among members depending on each member’s expertise in handling a specific situation. 
Instead of a leader who tells others what to do, sets goals, or monitor achievement; team leader remove obstacles for the team and make sure that the team has the resources it needs. 
The primary role of the team leader is to facilitate rather than control. Facilitation means that the leader focuses on freeing the team from obstacles to allow it to reach the goals it has set. 
Helping Teams Become Effective 
Several factors can help make teams effective. 
Teams must be created with a real and challenging purpose in mind, be empowered to take action, and have the right amount and type of support. 
Teams often need specialized support and interventions to develop synergy. 
Helping Teams Become Effective 
Possible team-training activities: 
Team building to clarify team goals, and member roles, and set patterns for acceptable interaction. 
Cross training to assure that team members understand one another’s tasks. 
Coordination training to allow the team to work together by improving communication and coordination. 
Self-guided correction to teach team members to monitor, assess, and correct their behavior in the team. 
Assertiveness training to help team members express themselves appropriately when making requests, providing feedback, and other interactions among themselves. 
Self-Leadership 
Self-leadership 
is the process of leading people to lead themselves (Manz and Neck, 2004) 
suggests that team members must be taught and encouraged to make their own decisions and accept responsibility to the point where they no longer need leaders. 
within teams means that all team members set goals and observe, evaluate, critique, reinforce, and reward one another and themselves. 
Self-Leadership 
Self-leaders : 
Develop positive and motivating though patterns . Individuals and teams seek and develop environments that provide positive cues and a supportive and motivating environment. 
Set personal goals . Individuals and teams set their own performance goals and performance expectations. 
Observe their behavior and self-evaluate . Team members observe their own and other team members’ behaviors, and provide feedback and critique, and evaluate one another’s performance. 
Self-reinforce . Team members provide rewards and support to one another. 
Self-Leadership 
Self-Leadership 
Some of the strategies for the development for self-leaders: 
Listen more, talk less. 
Ask questions more than provide answers. 
Share information rather board it. 
Encourage independent thinking rather than compliant followership. 
Encourage creativity rather than conformity. 
Chapter 4 
4.3- The Role of Leaders in a Team Environment 
The role of leaders in a team environment 
Questions 
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