Building Team Effectiveness – People Management

Most managers are in reality a team leader at some level involved in leading people. Being effective at team productivity becomes the question. They have a portfolio of responsibility and are expected to get important work assignments done by managing and directing the work of those in their work unit. There is new information regarding the “four general conditions” that will promote building teams that are more self-directed. Our first article provides a technical review of how this is accomplished.

 

How Leaders Foster Self-Managing Team Effectiveness: Design Choices versus Hands-on Coaching.

 

Empirical research has identified four general conditions that foster self-managing team effectiveness: a real team, clear direction, an enabling team structure, and a supportive organizational context. Wagemen articulates this four part classification to arrive at eleven team design variables. She conducts a study of thirty-four self-managing teams to assess performance against the eleven team design features, leader behaviours and level of team self-management.

The study finds that team behaviour is affected primarily by structural, technological and contextual factors rather than leader coaching behaviours. When teams were well designed, coaching had a more beneficial influence on team performance than when teams were not well designed.

When organizations undertake major structural redesign and decentralization initiatives, managers are afforded significant opportunity to make changes that impact team performance. Wagemen suggests that focusing on leadership behavior in these circumstances may prove more beneficial in the long term than focusing on day-to-day leadership activities…More at How Leaders Foster Self-Managing Team Effectiveness: Design

Some of the core principles covered involve some basic logic for management such as, effective communication to make assignments and objectives clear. Others, like organizing a team structure and the “context” of the business unit will take some thought. In the end, the payoff for the manager and the organization are significant where being a team builder and managing the team’s effectiveness is increased.

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Michael D. Moore is the publisher of Management By Delegation and is a veteran executive with 40+ years in the Banking and Insurance Industries. A devoted entrepreneur, using his business experience to provide resources for managers and leaders at all levels. For the last 5 years, he has built a growing web presence for helping people with personal and professional development. To learn more about these advanced concepts & join our group Click here 5 Must Have Management Skills

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