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Organizational Behavior Presented by : Harram Aneeqa

Organizational behavior presentation

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Page 1: Organizational behavior presentation

Organizational Behavior

Presented by : Harram Aneeqa

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Creative Leadership Process in Project Team

Development- An Alternative to

Tuckman’s Stage Model

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Authors : Tudor Rickards Susan Moger

Published in British Journal of Management

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OutlineIntroductionLeadership TheoriesCreativity and Team developmentTuckman’s model of team

developmentPreliminary empirical studies Creative leadership and team

factorsConclusion

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IntroductionFocusing on Project Teams

Coordinated actions directed toward non-routine goals

Clearly defined tasks Relatively stable membership Stable Leadership

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Theories of

Project Teams

Creativity

New Conceptu

al Framewor

k

Empirical Evidences from Industrial settings

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Gap Identified

Important unresolved issues in Project teams studies

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

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Creativity in Project WorkTeam Structure facilitates production of

taskCreative Processes and Creative Products

Osborn proposed that excellence in teams is achieved by brainstorming

Creativity

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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

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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

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Ekvall Study

Creative ClimateCreative Leadership

Group Innovativeness

Warm Positive Climate

Relationship Oriented Style

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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

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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”

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Creativity and Team Development

Creativity: Multifaceted processes through which novel output emerge

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

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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)

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Tuck man's model of Team Development

In 1965, proposed a model of team development

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Unanswered questions??

What if storm stage never ends???

What is needed to exceed performance norms??

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Reworking Tuck man- Jensen ModelProposed Two-barrier model that

reworked the classical model of team development

First • Weak Behavioral Barrier

Second • Strong Performance Barrier

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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

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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

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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

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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

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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

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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)

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Creative Leadership and Team factorsCreative leadership impacts on

number of team factors: Factor 1: Platform of

Understanding

Shared Knowledge, Beliefs and assumptions

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

Factor 5: Idea Owners

Seeking alternative perspectives

Commitment to ideas, Align ideas within regions

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Factor 6: Network Activators

Factor 7: Learning from Experience

Importing knowledge through external networking

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Discussion

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