Leadership and Teamwork

MSc/ PG Diploma in Construction Management

Leadership and TeamworkLeadership and Teamwork

By Professor Simon Burtonshaw-Gunn – licensed under the Creative Commons Attribution By Professor Simon Burtonshaw-Gunn – licensed under the Creative Commons Attribution – Non-Commercial – Share Alike License– Non-Commercial – Share Alike License

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School of the Built EnvironmentMSc Construction Management People Management in the Built Environment

Presentation 3: Team ManagementProfessor Simon Burtonshaw-Gunn


Presentation 3: Team ManagementPresentation 3: Team Management• Team Building Team Building • Team lifecycleTeam lifecycle• Team Roles Team Roles • Team Development Team Development • ProblemsProblems• Team LeadershipTeam Leadership• Team MeetingsTeam Meetings

Presentation content . . .


Team building is concerned with improving performance and results

Making greater use of both individual and team strengths - not simply concentrating on weaknesses

Resolving problems about which something can and must be done and which are within the responsibilities of the team involved

Team building . . .


What do you think Team Building needs to consider . . . .

Team building . . .


It is suggested that Team Building needs to consider . . . .

• Leadership• Membership• Climate• Objective• Achievement• Work Methods• Communications• Individuals • Creativity• Interpersonal relations• Review and Control

Team building . . .


Team building characteristics• Regular working sessions• Tackling own problems• Tackling root causes• Openness, honesty and risk taking• Action-orientation-commitment to decisions• Individuals put in time and effort• Leader accepts feedback• Development of interpersonal skills• Programme unique to team

Team building . . .


A move from a typical work team to an effective team is not difficult to build.

— Belief— Knowledge— Skill— Experience

It requires four ingredients to build a team:

Team building . . .


Belief - That the team can work togetherCommitment to each other (this has to come from the team)

Knowledge - About how teams workTeam characteristicsAbout team leadership

Team building . . .

Skill - From the application of knowledge Reflecting on experienceThrough joint decision making and problem solving

Experience - Knowing the team’s strengths and weaknessesWhere to develop new skills to support the teamRespecting individual contributions


Working in teams can release creative energy

Communication in effective teams is genuinely interactive with people building on one another’s suggestions and adding fresh perspectives

Working in a team can mean people enjoy work more - a sense of belonging

Team building . . .

Sometimes teamworking is the ONLY way to do a job. . . . As neither the concert nor the football match can be performed without teamwork

MSc/ PG Diploma in Construction ManagementTeam Life Cycle . . .

Stage 5: Team is ending

‘Mourning’ Concerned with

breaking up and moving on to new tasks

Stage 4: Teamworking is mature ‘Performing’

Concerned with achieving goalsStage 3: Teamworking is

‘Norming’ Group help is widespread

Concern is how individuals can help the groupStage 2: Team is experimenting

‘Storming’ Concerned with have we work

togetherStage 1: Teamworking is underdeveloped

‘Forming’ Concerned with who fits where

The original model published in 1965 by Dr Bruce Tuckman in the article ‘Development sequences in small groups’ (Psychological Bulletin Volume 63, Number 6) only covered the first four of these stages. He added the fifth stage in the 1970s.

MSc/ PG Diploma in Construction ManagementTeam Life Cycle . . .

Stage 5 signs may include:

•tidying up loose ends•celebrating achievement

•feelings of sadness•planning for new teams saying good-byes


•relaxed, purposeful atmosphere

•feelings of confidence •most talk being about the job

•goals being achieved


•shared leadership•preparedness to change•active participation by all •mutual problem solving•open exchange of ideas

Stage 2 signs may include:•conflict•lively debate and discussion•trying out ways of working•thinks beginning to be achieved

Stage 1 signs may include:• self conscious politeness• embarrassment• enthusiasm• stilted conversation• not much progress yet

From Bruce W Tuckman and M A C Jenson ’Development sequences in small groups’, Psychological Bulletin Volume 63, Number 6, 1977. The American Psychological Association.

Stage 5: Team is ending ‘Mourning’

Concerned with breaking up and

moving on to new tasks

Stage 4: Teamworking is mature ‘Performing’Concerned with achieving goals

Stage 3: Teamworking is ‘Norming’Group help is widespread

Concern is how individuals can help the group

Stage 2: Team is experimenting ‘Storming’Concerned with have we work together

Stage 1: Teamworking is underdeveloped ‘Forming’Concerned with who fits where










From Dr Meridith Belbin . . . .

• Plant• Resource Investigator• Co-ordinator (Chairman)• Shaper• Monitor - Evaluator• Team worker• Implementer (Company Worker)• Completer - Finisher• Specialist

See handout on Belbin’s role and questionnaire

Team roles . . .


From Dr Meridith Belbin and the questionnaire . . . .

How did you score and what do you think about the results?How could you make use of this information?Normally we do not have the luxury of forming our workteams – do you think that this information is useful is forming teams?

Team roles . . .

MSc/ PG Diploma in Construction ManagementTeam roles . . .

Action Oriented Roles

Shaper Challenges the team to improve.

Implementer Puts ideas into action.

Completer Finisher Ensures thorough, timely completion.

People Oriented Roles

Coordinator Acts as a chairperson.Team Worker Encourages cooperation.Resource Investigator Explores outside opportunities.

Thought Oriented Roles

Plant Presents new ideas and approaches.

Monitor-Evaluator Analyzes the options.Specialist Provides specialized skills.


Sometimes there is a problem with Teamworking This may be because too much time and energy spent improving communication and interactive skills - works suffers as a consequence.

Particular individuals are embarrassed or marginalised because they find teamworking difficult to their natural style.

Team problems . . .

MSc/ PG Diploma in Construction ManagementWorking as a team – checklist: Does your team . . .• Know where its going? – this week, this year? • And does it communicate this direction?• Communicate on a two-way basis? • Do members have opportunity to suggest alternatives?• Use emotions well? • Are people praised for good work? Is it capable of telling

off poor performers?• Avoid negative use of emotions? • Do people work in a constant mood of fear and

depression? • Have a clear set of standards? • Are people who fail brought back on track?

MSc/ PG Diploma in Construction ManagementWorking as a team – checklist: Does the whole team . . .

• Accept its standards as being not too high or too low? • Have an effective hierarchy and an effective distribution of

work?• Freely discuss individual strengths and weaknesses

without fear or recrimination?• Know each other better than superficially?• Plan successfully?• Feel in control of its destiny?

.

MSc/ PG Diploma in Construction ManagementWorking as a team – checklist: Does the whole team . . .

• Make the best use of resources – people, equipment, and budget?

• Have an identity? • Complain and moan too much? • Have a method for resolving disagreements?• Put emphasis on results?• Enjoy itself?


A Working Definition Of Leadership

• Leadership is the knowledge of and the ability to respond to group needs, task needs and individual needs.

• Leadership is influencing people to practice and work more efficiently in groups and one-to-one situations

Team Leadership . . .


• Responsible for organizing the team to meet its goals

• Responsible for the quality of the team’s output

• Responsible for developing the team

• Responsible for the interface between the team and the organization

A good Team Leader is . . .


MSc/ PG Diploma in Construction ManagementTeam Leadership . . .

The leadership task is to effectively undertake three inter-related activities, in John Adair's Action-Centred Leadership model this is represented by three circles representing Adair's identified three core management responsibilities:

Task

Individual

Team

• achieving the task; • building and managing the team

or group and finally,• managing the work and

development of individuals.

Maximizing the overlap between these increases leadership efficiency and performance.

MSc/ PG Diploma in Construction ManagementTeam Leadership . . .In order to be clear about the three sets of questions below need to be addressed:Task• What steps need to be taken to achieve the task?• What processes might you need to follow to achieve the task?• What does the task need from the individual and the team?Individual • In order to participate fully, what do you need for yourself?• What could further your development within the task and the team?• What does the individual need from the task and the team?Team • What processes help the team development?• What culture would most benefit the team?• What does the team need from the individual and the task?


Team Leadership skills are . . .

• Communication• Planning• Organizing• Coaching• Persuading• Negotiating

Achieving the Task

Developing the Individual

Building and maintaining

the Team

John Adair’s Action Centred Leadership model, here the elements are shown with respect to the demands on the Team Leader



Achieving the Task

Developing the Individual

Building and maintaining

the Team

In addition it is possible to link John Adair’s Action Centred Leadership model with Bruce Tuckman’s team development stages as seen on the next slide.


















MSc/ PG Diploma in Construction ManagementTeam Leadership . . .

Time

Relationship

Storming

Mourning

Performing

Forming NormingTeam

Individual

Task


Key Actions Task Team Individual

Define Objectives

I dentif y Task and Constraints

I nvolve Team Share Commitment

Clarif y Objectives Gain Acceptance

Plan Establish Priorities Check Resources Decide Set Standards

Consult Encourage I deas & Actions Develop Suggestions Structure

Asses Skills Set Targets Delegate

Brief Brief the Team Check Understanding

Answer Questions Obtain Feedback

Listen Enthuse

Support and Monitor

Report Progress Maintain Standards Discipline

Co-ordinate Reconcile Confl ict

Advise Assist / Reassure Recognise Eff ort Counsel

Evaluate Summarise Progress Review Objectives Replan if Necessary

Recognise Success Learn f rom Failure

Asses Performance Appraise Guide and Train



Research into teams shows that there are a number of broad leadership styles.

BUT . . .

Team Leadership style . . .


The ideal Leadership style is whatever works best for your team



Delegating

Supporting Coaching

Directing

SUPPORTIVE BEHAVIOUR

DIRECTIVE BEHAVIOUR

HIGH

LOWHIGHLOW

Hersey and Blanchard model on Teamwork and Leadership, from 1969



Directive Style • Team leader has high level of interaction with the team

• Most communication from the team leader is giving information and directions

• Team leader chairs meetings, allocates work, is the main source of feedback for the team

• Team members respect and rely on leader



Delegating Style

• Team leader has low level of interaction with the team

• Most communication from the team leader is responding to proposals and suggestions from the team

• Team members chair meetings, allocates work, give one another feedback and seek feedback directly from outside the team

• Team members feel respected by leader



Supportive Style

• Team leader has high level of interaction with the team

• Most communication from the team leader is positive feedback and emotional support, leader will protect them from attach and any criticism of the teams performance

• Team members chair meetings, although leader may take over on these functions if others are too busy or pressured

• Team members trust the leader



Coaching Style

• Leader takes a high level of interest in the development needs of the team and its members, identifying opportunities to help members realise their own ambitions

• Communication from the team leader is often to the individual, with support for new learning opportunities and experiences. The leader will protect the individuals from attach and any criticism of the their performance

• The Team leader will encourage members to participate in meetings.



Meetings can be a major cost to the organisation and a major context for decision making, interpersonal influencing and team collaboration.

Regular team meetings have particular purposes, over and above problem-solving and decision making on any particular work. related issue –

Team Meetings . . .

•They provide an opportunity to review team performance

•They reinforce the teams sense of itself as a team•They allow for goal reinforcement, progress feedback

and information sharing •They allow for all-member involvement and development

in team decision making •They allow for informal communication


• Purpose• Participants• Planning• Process• Perspective

Team Meetings . . .

The Five P’s . . .


School of the Built EnvironmentMSc Construction Management People Management in the Built Environment

Presentation 3: Team ManagementProfessor Simon Burtonshaw-Gunn

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