edc_2011_13 - Chapter 13 Developing Leadership and Managing...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 13: Developing Leadership and Managing Conflict 137 CHAPTER 13: DEVELOPING LEADERSHIP AND MANAGING CONFLICT Chapter outline Developing a leadership structure Managing team conflicts Key guidelines for developing leadership and managing conflict Agree on a leadership structure for the team: individual, shared, or rotating Use online team process checks and peer reviews to help identify potential problem areas Address conflicts that hamper team performance; do not let them fes- ter To get your team to the “performing” stage described in Chapter 12, you need to develop an effective leadership structure and learn how to confront and manage conflicts productively. 13.1 DEVELOPING A LEADERSHIP STRUCTURE Whereas in industry, team leaders are assigned by management, in EDC the team must decide which leadership structure works best for them. In general, this structure takes one of three forms: Shared leadership Team members who decide to share leadership tend to be self-motivated and comfortable taking charge of a particular aspect of a project. One member may be responsible for prototyping, another for user and client interactions, and a third for written deliverables.
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Chapter 13: Developing Leadership and Managing Conflict 138 Rotating leadership This model works well when team members have time constraints at dif- ferent points in the project. Rotating leadership also is a good choice for teams with members who have strong personalities and are reluctant to give leadership over to one person. One EDC team rotated leadership when members recognized that their relationships and quality of work were deteriorating. One member directed activities during the testing phase, another during the design review phase, and a third during the preparations for the final presentation. Single-person leadership This model works well when one member is good at managing, motivat- ing, and communicating with his or her teammates or when sharing lead- ership is causing confusion about roles, missed deadlines, and poor communication. As one student commented, “I learned that it is necessary to not be afraid to be a leader. If you feel like your team is falling apart, it is essential that you step up and take charge when the rest of the team needs you the most.” Another student found that his team faltered without his leader- ship: “I was the one running all the meetings, setting up times, and calling people. One week when I was out of town, my team forgot to meet. While this was very frustrating, it made me realize that I really did hold the lead- ership role in my group. While this took up a lot more of my time, I also found it was rather rewarding when the team functioned to produce a final product.” However, when one person is acting as the leader, it’s important for him or her to also be a good team member and to avoid being bossy. Good leadership involves following the guidelines below. When your team hits the storming stage, discuss whether leadership—or lack
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

Page1 / 8

edc_2011_13 - Chapter 13 Developing Leadership and Managing...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online