Ginnett’s team effectiveness leadership model
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Ginnett's Team Effectiveness Leadership Model focuses on creating effective teams. It identifies three essential parts of a team: the leader, followers, and situation. The model also identifies three leadership functions - Dream, Design, and Development - that are applied through Team Inputs and Context. These include organizational, team design, and individual inputs that influence four process criteria: effort, knowledge and skills, strategy, and group dynamics. When applied effectively, this model helps teams achieve three essential outputs: acceptable outcomes for stakeholders, improved future capability without burnout, and individual satisfaction.
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Ginnett’s team effectiveness leadership model
- 1. Ginnett’s Team Effectiveness Leadership Model By:- Ramendra Mani Tripathi MBA 1Ramendra Mani Tripathi MBA
- 2. Ginnett’s Team Effectiveness Leadership Model • Leadership is a group or team function. The leader's job is to create the conditions for the team to be effective." Dr. Robert Ginnett 2Ramendra Mani Tripathi MBA
- 3. • “Every team is made up of three essential, overlapping parts: the leader, the follower and the situation. Thus, to lead teams, we need to know more about teams than about leading." Ramendra Mani Tripathi MBA 3 Team Effectiveness Leadership Model
- 4. Team Effectiveness Leadership Model • Usually leaders know when their teams are doing well or doing poorly, often by paying attention to team dynamics. But what makes the good ones good? And how can you help the teams that are not doing well? Using TELM, you can put your finger on the leverage points and you can initiate the preferred change. 4Ramendra Mani Tripathi MBA
- 5. Team Effectiveness Leadership Model • In TELM, the major leadership functions – Dream, Design and Development – are applied through Inputs and Context. Achieving team effectiveness requires paying attention to all three of the critical Team Leadership Functions. 5Ramendra Mani Tripathi MBA
- 6. Team Effectiveness Leadership Model 6Ramendra Mani Tripathi MBA
- 7. Team Effectiveness Leadership Model • If your team is having problems with Effort (P- 1), then examine Reward Systems (O-1),Tasks (T-1) and Interests/Motivation (I-1). • Knowledge and Skills issues (P-2) require a look at Education Systems (O-2), Team Design Composition (T-2) and Team Skills/Abilities (I- 2) 7Ramendra Mani Tripathi MBA
- 8. Team Effectiveness Leadership Model • Strategy issues (P-3) beg you to consider Information Systems (O-3), Norms (T-3) and values/Attitudes (I-3) • If the issue is Group Dynamics (P-4), then look at Team Control Systems (O-4), Team Authority (T-4) and Team Interpersonal Behavior (I-4) 8Ramendra Mani Tripathi MBA
- 9. Team Effectiveness Leadership Model 9Ramendra Mani Tripathi MBA
- 10. Team Effectiveness Leadership Model Team Inputs and Context include the three components that move the team forward: • Organizational Inputs: reward systems (O-1), education systems (O-2) and information systems (O-3), built on a foundation of Control Systems (O-4) • Team Design: tasks (T-1), composition (T-2) and norms (T-3) built on a foundation of Authority (T-4) • Individual Inputs: interests / motivations (I-1), skills/abilities (I-2) and values/attitudes (I-3) built on a foundation of Interpersonal Behavior (I-4) Ramendra Mani Tripathi MBA 10
- 11. Team Effectiveness Leadership Model Team process criteria are built on a foundation of group dynamics (P-4): • effort, but not 100% of the time (P-1) • knowledge and skills either in the team or within easy access (P-2) • strategy: are you doing it in a reasonable fashion? (P- 3) Ramendra Mani Tripathi MBA 11
- 12. Team Effectiveness Leadership Model Team effectiveness is built on: • outcomes acceptable to stakeholders (i.e., meeting their satisfaction) • future capability of the team which must improve over time without burning people out • individual satisfaction. This does not mean coming to work pegging out on the fun meter. Teams can be frustrating. Satisfaction is not a vacuum of 'bad', but it has to achieve at least a break-even between positive and negative. Note that the leader doesn't make this happen: the team makes it happen. Ramendra Mani Tripathi MBA 12
- 13. Team Effectiveness Leadership Model Ramendra Mani Tripathi MBA 13
- 14. Team Effectiveness Leadership Model Outputs that are absolutely essential for the team to be effective: • outcomes that are acceptable to the stakeholders • future capability of the team • individual satisfaction Ramendra Mani Tripathi MBA 14
- 15. Team Effectiveness Leadership Model Ramendra Mani Tripathi MBA 15
- 16. Ramendra Mani Tripathi MBA 16
Editor's Notes
- #3: Dr. Robert Ginnett, the developer of the TELM, is a Senior Fellow at the Center for CreativeLeadership (CCL) and lead instructor for the Leadership at the Peak program for corporateCEOs, Presidents and their direct reports. Prior to joining CCL, Ginnett was a tenured professorat the United States Air Force Academy where he served as Director of Leadership andCounseling. His background includes leadership of an 875-man combat force in Vietnam. Anorganizational psychologist by training, Ginnett's graduate education includes an MBA, twoadditional Masters degrees, and a Ph.D. in organizational behavior from Yale University. He isco-author of the best-selling undergraduate textbook, LEADERSHIP: Enhancing the Lessons ofExperience, now in it's 4th edition. His next book, Leading Great Teams, is due out in 2006.