This paper reviews the trend toward the increasing use Key Intangible Performance indicators KIPIs as explanatory factors of organisational success.
Jeff Allen Ref 6.
The knowledge, skills, and abilities KSAs required in the day-to- day work force are routinely analyzed, tweaked, and trained. Do leaders in team-based organizations require different skills, knowledge, and abilities? If organizations do not currently embrace teams, the future of business will mandate their incorporation and use.
The purpose of the study was twofold: This study was based on two separate preliminary research studies conducted by Allen and Ditzenberger which showed a similarity between leadership skills needed in traditional organizations and those needed in team-based organizations.
Through the use of a task analysis process, 87 leadership skills and competencies in five categories were identified for leaders in traditional organizational structures, and a total of 89 competencies, and 20 categories needed in a team-based organization.
These studies and their researcher-developed instruments formed the foundation for this comparative study.
The result of the effort is a core set of competencies and skills that should be possessed 1 by all leaders in organizations as well as a core set of competencies specifically relevant to team or individual leaders.
This research is of interest to global organizations and human resource development HRD professionals.
The development of leadership competencies allows business to mentor and grow leaders though the use of productive, structure-appropriate leadership training. HRD professionals can utilize this study to conduct needs analysis, focus efforts, and assist their customers in acquiring the competencies required in specific situations.
The purpose of the study is twofold: Theoretical Framework Leadership and management are distinct concepts and each possesses their own function and unique characteristics Kotter According to Hersey, Blanchard, and Johnson leaders possess three competencies: Kotter defined the function of leadership as coping with change Assessing effectiveness of leadership is complex and requires an analysis of the behavior [style] that a person exhibits when they attempt to influence the activities of followers Hersey, et.
The reality of leadership is that there is no leader without a follower. We build organizations based on the premise that leaders are the linchpin; leaders matter and followers are minor players Kellerman A recent analysis of factors contributing to team success was conducted by Gratton and Erickson These researchers found that, at the fundamental level, team success is linked to executive philosophy, support, and by executives demonstrating collaborative behavior themselves.
Gratton and Erickson examined more than factors that may contribute to collaboration, and isolated eight practices that correlate with team success. They then interviewed teams they determined were strong in these practices and found that they fall into four general categories: Through the use of a task analysis process, 87 leadership skills and competencies in five categories were identified for leaders in traditional organizational structures.
These five areas of leadership are: This leadership instrument was the basis for conducting the proposed research. In a separate study, team leadership skills and competencies total of 89 competencies, and 20 categories needed in a team-based organization were also developed through the use of a task analysis process.
From these two preliminary task analyses, the researchers derived the instrument utilized in this study. Research Questions Three research questions provide the framework for this study: What leadership skills are performed by leaders in traditional organizations and leaders in team-based organizations?
What unique leadership skills are performed by leaders in traditional organizations? What unique leadership skills are performed by leaders in team-based organizations? Instrument Development An instrument has been developed which assesses five competency areas: This instrument is designed to collect data information from leaders in team organizations, leaders in traditional non-team organizations, followers in team organizations, and followers in traditional organizations.
Participants are asked to self-identify their role in an organization and respond to items within the context of this role.Hackman, P. M. (). Leading teams: setting the stage for great performances. Boston, USA, Harvard Business School Press. Harvard Business School Press () Creating Teams with an Edge, Boston, USA, Harvard Business Essentials).
Havergal, M and J. Edmonstone () The Facilitator’s Toolkit (2nd Edition). UK, Gower Publishing. Gratton, L. & Erickson, T.J. () 8 Ways to Build Collaborative Teams, Harvard Business Review, November, ; Millard, N.J. () The Collaboration Conundrum - A WorkShift White Paper, BT.
Corporate Communities of Aspiration (CCA) are communities across structures, bound together by a common business or intellectual challenge. Apr 10, · (See Lynda Gratton and Tamara J. Erickson, "Eight Ways to Build Collaborative Teams," Harvard Business Review, November ) One major insurance company is offering new recruits the promise that.
Gratton, L., Erickson, T., (, November) Eight ways to build collaborative teams. Harvard Business Review.
85(11) Posted 9th August by Perla Hurtado. Eight*Factors*of*Successful*Collaboration* From!“Eight!Ways!to!Build!Collaborative!Teams”!–!Harvard!Business!Review,!November!! srmvision.com!F. “Eight Ways to Build Collaborative Teams” (Harvard Business Review article) November • #RF Managing Teams for High Performance (HMU Article Collection) September • # “Handling Conﬂ ict in Teams,” (Harvard Management Communication Letter .