Organizational behavior presentation

Organizational Behavior

Presented by : Harram Aneeqa

Creative Leadership Process in Project Team

Development- An Alternative to

Tuckman’s Stage Model

Authors : Tudor Rickards Susan Moger

Published in British Journal of Management

OutlineIntroductionLeadership TheoriesCreativity and Team developmentTuckman’s model of team

developmentPreliminary empirical studies Creative leadership and team

factorsConclusion

IntroductionFocusing on Project Teams

Coordinated actions directed toward non-routine goals

Clearly defined tasks Relatively stable membership Stable Leadership

Theories of

Project Teams

Creativity

New Conceptu

al Framewor

k

Empirical Evidences from Industrial settings

Gap Identified

Important unresolved issues in Project teams studies

Clarification required in domains of creative problem solving and team development modeling

Creativity in Project WorkTeam Structure facilitates production of

taskCreative Processes and Creative Products

Osborn proposed that excellence in teams is achieved by brainstorming

Creativity

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

Leadership- Theories & Consequences

Theories suggest that:Creative performance of teams is

enhanced by leadership interventionsLeadership roles facilitates teams in

generating creative outputsCreative team leader is basically a

facilitatorOhio studies showed two dimensions:

Task Oriented and Relationship Oriented

Ekvall Study

Creative ClimateCreative Leadership

Group Innovativeness

Warm Positive Climate

Relationship Oriented Style

Ekvall studyThey 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

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”

Creativity and Team Development

Creativity: Multifaceted processes through which novel output emerge

Creative Leadership: Role of team facilitator and implementation of problem-solving systems

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)

Tuck man's model of Team Development

In 1965, proposed a model of team development

Unanswered questions??

What if storm stage never ends???

What is needed to exceed performance norms??

Reworking Tuck man- Jensen ModelProposed Two-barrier model that

reworked the classical model of team development

First • Weak Behavioral Barrier

Second • Strong Performance Barrier

Results of reworkingMost 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

Testing HypothesesTwo 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

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

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

ResultsBenchmarking 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

Creative leadership and team developmentMany teams are conscious of

barriers at “storm” stageFacilitative 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)

Creative Leadership and Team factorsCreative leadership impacts on

number of team factors: Factor 1: Platform of

Understanding

Shared Knowledge, Beliefs and assumptions

Factor 2: Shared Vision Factor 3: Positive ClimateFactor 4: Resilience

Factor 5: Idea Owners

Seeking alternative perspectives

Commitment to ideas, Align ideas within regions

Factor 6: Network Activators

Factor 7: Learning from Experience

Importing knowledge through external networking

Discussion