Southwest Engineering Services Donna Burke was a systems engineer at Southwest Engineering Services for 5 years when she was invited to participate in a project to develop a nw type of software for the company. The project dirctor was Ron Morrison, who had a reputation as a soft- ware whiz and rising star in the company. Donna was not sure why she was invited to work on this project, but she was very excited about it. She understood that the work would be important, and she knew that a successful project would also provide a big boost for her career in the company. Ron called a meeting the first day for the 12 people invited to he part of the proj- ect team. After introcucing hinself, Ron gave a short welcoming speech to the group. "All of you are here today because you have special skills that are essential for the suc- cess of this project. Each of you was recominended by your boss, and only the most qualified people in the company were invited to participate. As you know, the volume of business handled by Southwest Engineering has been growing steadily. The com- pany needs a better type of decision support system for managing engineering projects in a way that will guarantee quality while keeping costs low. Soutiwest Engineering faces an increasingly competitive market, and this decision support system is essential for the company to remain profitable. Our objective is to develop a new and innova- tive system that is hetier than anything else cunently available. It is an extremely chal- lenging assignment, but I believe we can pull it off if we have total commitment by every member of the team. If you are going to be part of this team, the project must take pricrity over everything else in your life for the next 9 months. We will be work- ing long days and even many weekends. If anyone has reservations about making a total commitment, there is still time to withdraw from the team. Please let me know your decision by 9:00 a.m. tomorTow." The next day, Donna and 10 other employees joined the team. The one person who declined to join had family health problems that would prevent him from working extra hours on the project. As the team plunged into the project, the work was even more intense than Donna had expected. On weekdays it was common to order in food and work late into the evening. Working Saturday mornings was taken for granted, and the team would often go to lunch together after finishing work on Saturdays. Ron had an attitude of enthusiasm and optimism that was contagious, and before Jong even the most cynical and unemotional member of the team was caught up in the excitement. Despite the long hours, the work was exhilarating because everyone knew that they were part of something that would change the way things are done in the company.

ZAV O VPN ? OMANTEL l. Southwest case ch 6 teams... uss > Ron provided a clear picture of the specifications necessary for the new system, and this picture was important for guiding the work of team members and keeping them focused on the same objective. However, Ron did not dictate how the work should be done. Team members were expected to use their expertise to determine how to do the work. Ron was available to provide guidance if asked, but he was care- ful not to impose himself when not needed. When someone was experiencing diffi- culties in doing a task, Ron was supportive and helpful. Nevenheless, it was clear that he would not tolerate less than maximum effort. During the first 2 weeks of the proj- d to do the normal check procedure that would have ect, one member of the team fajle enabled him to find and correct a mistake in a programming document. The person was required to explain what happened to the team and apologize for the problems ! caused them. It was the last careless mistake he would make. Ron pushed relentlessly for continued progress in the work. The team met reg- ularly to evaluate progress and determine how to deal with obstacles and problems. Every member of the team had an opportunity to influence important decisions about the issue depended on one's expertise and quality of ideas rather than on status in the he design of the software system, and the actual influence for a parnticular or years of experience. An important part of Ron's job as project director was to make sure the team got the resources and assistance it needed from the company. Ron spent considerable time trav- cling to various company facilities to meet with key people whose support and coopera- tion were needed to design and implement the new system. Before leaving on these trips. Ron would ask a member of the team to carry out his internal leadership responsi- bilities. When it was her turn, Donna was at first apprehensive, but she found it to be an interesting and satisfying experience, As Ron debriefed her afterward, he encouraged her to consider a manageral position at Southwest Engineering in her carcer plans. At one point during the fourth month, the team became discouraged over a se- ries of setbacks involving some persistent technical problems. Ron cailed a mee give them a pep talk. He said to them, *I know you are discouraged about these setbacks, but it happens in any project that is breaking new ground. We have made tremendous progress, and I am really proud of what you have accomplished so far. I am confident we can overcome this latest obstacie and make the project a success. Let's take the rest of the day off to give ourselves a little rest and meet again tomorrow to discuss sonme new ideas for integrating the system components." eting to

ZAV @ VPN ? OMANTEL l. Southwest case ch 6 teams... uss > 3 js 3 The following week the team figured out an innovative way to deal with the obstacle. They celebrated this breakthrough with a party at Ron's house. The project was completed 3 months later, which was several weeks earlier than the original deadline. The project was a great success, and they felt tremendous pride in what they accom- plished. A units or to new projects. Afterward, Donna and another team member reminisced about A final celebration party was held before people dispersed back to their regular riences. Donna gave Ron much credit for being a fantastic coach and facilitator, and she hoped to have the opportunity to work with him again on another project. However, she also realized that their success was a team effort that could not have been accomplished without the significant contributions of all the team members and their will- ingness to cooperate and put the needs of the project above individual self-interests.

QUESTIONS 1. Describe the leadership behaviors Ron used and their influence on the attitudes and behavior of the team members. 2. Compare this cross-functional profect team to a self-managed operations team by identifying similarities and differences in the leadership roles.