Group 9

UHF 6033
Dynamics of leadership
NORSUHADA MOHAMAD MP111482

QISTINA AHMAD KAMAL MQ112056
NURRUL IZA MD SAID MP112015
These are permanent groups of employees who
together are responsible for a total process of
delivering a product or service.
•
A self-organized, semiautonomous small group of
employees whose members determine, plan, and
manage their day-to-day activities and duties
under reduced or no supervision.
 Relatively autonomous teams whose members
share or rotate leadership responsibilities and hold
themselves mutually responsible for a set of
performance goals assigned by higher management
 Are usually cross-functional in membership makeup
 Have wide latitude in decision making
 Can manage themselves, plan and schedule work,

and take action on problems
Self-directing Self-maintaining
teams teams
Self-Managed
Teams
Also Known As:
Self-regulated Self-leading
teams teams
• Operate without managerial supervision
• High job satisfaction
• High commitment
• Make structural and operational decisions
• Responsible for tasks as a collective whole
• Variety of technical skills
• Versatile and flexible
Differences from
Traditional Teams
Characteristics SMT Traditional
Leadership Within the team Outside the team
Team member role Interchangeable Fixed
Accountability Team Individual
Work effort Cohesive Divided
Task design Flexible Fixed
Skills Multiskilled Specialized

Organizational and Management
Implication
Self-Managing Teams•
Top Top
manager
manager
Middle manager Middle manager
• •
Supervisor
Team
• leader •
• • • • •
•
Work unit Self –managing team
Traditional Structure New Structure

Make Operating Acquire Supplies
Decisions & Materials
Self-
Assign Work Managed Interact with
Customers
Teams Are
Usually Perform
Plan Schedules Empowered Team Member
Evaluations
to:
Create Task Deal with
Procedures Conflicts
• Have clear missions & high performance
standards
• Take stock of equipment, training facilities, &
other resources team needs
• Devote significant time to planning & organizing
to use available resources & assess members
technical skills
• High levels of communication
Stronger Commitment
Improved Quality
and Efficiency
More Satisfied Employees
Automatic re-scheduling of
work
Potential
Faster Product Development
Benefits of
Using Flexibility Dealing with
Self-Managed Personnel Shortages
Team Helps Solve Problems &

Suggest Improvements
Norms
Team
Organizational Formation Membership
Support Characteristics
Variables
Champion
Strong top
management support
Organizational Support Compatible

culture
Commitment to allocate
adequate resources
Team Member Characteristics
Strong belief in personal accountability
Internal locus of control
Openness to new ideas and different viewpoints
Effective communicator
Good problem-solving skills
Ability to engender trust
Good conflict resolution skills

Norms
Acceptable standard of
behaviour that are shared
among members
Informal but
Formal & well
Written understood
Working Dress code,

intergroup
hours socializing
Champion
Helps the program obtain necessary resources.
Gain political support from top management
and other subunits of the organization
What A Champion Does
Explains what self-managed teams can do for the
organization
Communicates responsibilities, rules, & norms to the

teams
Ensures that teams meet the goals and needs of the

organization
Coordinates efforts of teams
Helps teams reach decisions that every employee

can support
Facilitates continuous learning by team members
Builds & maintains trust between teams and the

organization
To Improve Self-Managed Team
(SMT) Effectiveness
Ensure change to
Vision
support
Provide objectives,
incentive and
infrastructure
Adequate training Bonding

Self-Managed Team
• Stages of Group
Development
• The changing role
of leadership in
Self-Managed team
Stages of
Group Development
Stage 1
Forming
Teams are
generally new
teams that are
learning how to
work together
Stages of
Group Development
Moved past the early forming
stages and now encountering
some disagreements/conflict.
This is natural, but teams need
to find effective ways to
handle conflict before they
can move on to stage 3.
Stage 2
Storming
Stages of
Group Development
Teams have successfully

moved out of the storming stage, Stage 3
are ready to move to a higher
level of communication and
problem-solving.
Norming
Stages of
Group Development
Teams are at the
highest level of
performance. Can
process their
strengths and
weaknesses while
accomplishing their
goals.
Stage 4
Performing
Stages of
Group Development
Happens when the

team terminate,
and leadership no Stage 5
longer needed.
Adjourning
Stages of Team Development
Forming Storming Norming Performing
High Commitment Less Commitment High Commitment
Variable Commit.
Low Competence Some Competence High Competence
High Competence
Members come Members become Commitment and
committed but dissatisfied with Commitment competence remain
have not developed the team as they changes while high
competence in develop competence
working together. confidence. remains constant.
Appropriate Leadership Style

Decide Consult Facilitate Delegate
Group provides
Clarify team Develop Focus on own task &
objectives & competence Supportive relationship
roles & relationships relationships behaviors
The changing Role of
Leadership in SMT
The self-Managed High
Team Facilitator Involvement
Distributed Management
Leadership
Practice
SMT Facilitator
External leader of a Self-Managed
Team, whose job is to create
optimal working conditions
So, team members

take on responsibilities
to work productively
and solve complex
problem on their own.
video
Distributed Leadership
A collection of roles and behaviors that
can be divided, shared, rotated, and used
sequentially or concomitantly in a SMT
environment.
• Does not mean delegating. Instead, it means finding the

best path by tapping the expertise, Ideas, and effort of
everyone involved.
• Good ideas can come to fruition because a team is
ready to ignite the process moving from concept to
reality.
• Mistakes often lead to discovering valuable new
approaches
Distributed Leadership Practice in
SMTs is important in its……
Organizing Envisioning Networkin

Social role
role role g role
High Involvement
Management
• Team Empowerment
• Ed Lawler’s high involvement management

model has 4 dimensions, respectively
termed: power, information sharing,
development knowledge, and rewarding
performance.
video
Self-managed teams have a
advantages and disadvantages,
but to delivering a good product or
service, self-managed team is the
right way to develop in organization.
CONCLUSION

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UHF 6033

NORSUHADA MOHAMAD MP111482

 Are usually cross-functional in membership makeup

 Have wide latitude in decision making

 Can manage themselves, plan and schedule work,

Leadership Within the team Outside the team

Team member role Interchangeable Fixed

Accountability Team Individual

Work effort Cohesive Divided

Task design Flexible Fixed

Skills Multiskilled Specialized

Middle manager Middle manager

Traditional Structure New Structure

More Satisfied Employees

Team Helps Solve Problems &

Organizational Support Compatible

Internal locus of control

Openness to new ideas and different viewpoints

Good problem-solving skills

Ability to engender trust

Good conflict resolution skills

Working Dress code,

Communicates responsibilities, rules, & norms to the

Ensures that teams meet the goals and needs of the

Coordinates efforts of teams

Helps teams reach decisions that every employee

Facilitates continuous learning by team members

Builds & maintains trust between teams and the

Adequate training Bonding

Teams have successfully

Happens when the

Appropriate Leadership Style

So, team members

• Does not mean delegating. Instead, it means finding the

Organizing Envisioning Networkin

• Ed Lawler’s high involvement management

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