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Leading Teams

A key challenge is to find ways to create the


elements of a highly effective teaminterdependence, efficiency, magnetism, shared
responsibility, positive energy, mutual
encouragement, and trust- when individuals
may have had no prior commitment to one
another or to a common task. (Whetton and
Cameron, pg. 510)
This is where an effective leader comes in.

Style is not as important as the


skills and capabilities of the leader
(Hackman, 2003)
Multiple styles of leadership can be
effective and no one style has
particular advantages over the
other.
Two aspects of team leadership
have emerged as critical factors in
leading almost any kind of team.
1.
2.

Developing credibility and


influence among members
Establishing a motivating vision
and goals for the team

Developing Credibility

May be the single most important requirement for leadership


effectiveness (Posner & Kouzes, 1987).
Demonstrate integrity, being authentic
Being clear and consistent about goals
Creating positive energy by being optimistic and
complimentary
Building a foundation of agreement with a focus on task
accomplishment
Managing agreement and conflict by using one-sided and twosides arguments.
One sided in situations where all team members agree
Two sided when members disagree
Encouraging an coaching team members to improve
Sharing information about the team itself from external sources and
encouraging participation.

Establish SMART Goals and


Everest Goals
The best teams invest a tremendous
amount of time and effort exploring,
shaping, and agreeing on a goal that
belongs to them collectively and
individually (Katzenbach and Smith, 1993)

The purpose for establishing clear goals is


so that everyone on the team can give a
similar answer to the question: What are
we trying to achieve? (Whetton and
Cameron, pg. 513)
Goal-directed performance always exceeds
performance that are unconnected to
written goals. (Lock, 1990)

SMART Goals
Specific
Measureable
Aligned
Realistic
Time-bound
Train providers in facilities, CSBs, and the
private sector how to be culturally
competent
VS.
Increase the number of organizations
with written plans for cultural and
linguistic competency by 10% by 2012

Everest Goals
Goes beyond the normal goal settings
Represents the ultimate achievement or extraordinary accomplishment
It is clear and compelling- inspires and builds passion
Statewide Cultural & Linguistic Competence Steering Committee Vision
We want to provide care that is given with the understanding of and
respect for consumers health-related beliefs and cultural values
We want staff that respect health related beliefs, interpersonal styles,
and attitudes and behaviors of the consumers, patients, families, and
communities they serve
We want administrative, management, and clinical operations that result
in a leadership and clinical workforce who are culturally and linguistically
competent.

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