Jim Towne heads a newly formed information technology team for a major international corporation. The team is composed of 20 professionals who live and work in Canada, the United States, Europe, South America, Africa and Australia. All members of the team report to Jim. The team is a virtual team connected primarily via videoconference, group decision-support software, e-mail, text and telephone. The team has met twice in a face-to-face setting to set goals and plan. All of the team members are quite competent in their respective technical areas. Some team members have a long and valued history with the company; others have recently joined the company through a corporate merger. The team members have never worked together on any projects.

The task of the team is to develop and implement technology innovations for all global business units. The team members are excited about the importance and the innovative nature of their assignment. They respect each other and enjoy being part of this team. However, the team is having difficulty getting off the ground, and the members report being extremely overloaded. Most team members travel to business sites at least 2 weeks each month. The travel is important but it causes team members to get farther behind.

The team has one half-time secretary, located in New York. Her primary responsibility is to organize travel and meetings of team members. Team members are working on several projects at once and have great difficulty finishing any of the projects. One team member has 500 unread e-mail messages because each team member sends copies of all messages to everyone on the team. Jim is under great pressure to prove that this team can work and provide a valuable function to the organization.

Required

1. Which of the eight characteristics (Table 141) of team excellence are lacking in this team?

2. Based on this analysis of team effectiveness, should Jim intervene at this time, or should he just keep monitoring the team? If you think he should take action, at what level should he intervene (internal or external)? If internal, should his action be task or relational?

3. What specific leadership functions should Jim implement to improve the team? Why?

Transcribed Image Text:

Figure 14.1 The Hill Model for Team Leadership Leadership Decisions • Monitor or Take Action • Task or Relational • Internal or External Internal Leadership Actions Task Goal Focusing Structuring for Results Facilitating Decisions Training Maintaining Standards Relational Coaching Collaborating Managing Conflict Building Commitment Satisfying Needs Modeling Principles Team Effectiveness Performance Development External Leadership Actions Environmental Networking Advocating Negotiating Support Buffering Assessing Sharing Information Figure 14.1 The Hill Model for Team Leadership Leadership Decisions • Monitor or Take Action • Task or Relational • Internal or External Internal Leadership Actions Task Goal Focusing Structuring for Results Facilitating Decisions Training Maintaining Standards Relational Coaching Collaborating Managing Conflict Building Commitment Satisfying Needs Modeling Principles Team Effectiveness Performance Development External Leadership Actions Environmental Networking Advocating Negotiating Support Buffering Assessing Sharing Information

Answer rating: 100% (QA)

1 Missing team characteristics Sense of purpose The team members are over laden and have a missing p... View the full answer