![“[There is a] growing body of evidence that suggests
that teams do well when they rely on leadership
provided by the team as a whole rather than looking to
a single individual to lead them.
Shared Leadership in Teams: An Investigation of Antecedent Conditions
and Performance, The Academy of Management Journal · October 2007
Jay B. Carson, Southern Methodist University, Paul E. Teslu, University of
Maryland, Jennifer A. Marrone, Seattle University](https://image.slidesharecdn.com/newroleoftheagilemanager-190329214946/85/New-Role-of-the-Agile-Manager-7-320.jpg)
![What Makes a
Great Manager?
1. Is a good coach
2. Empowers team and does not micromanage
3. Creates an inclusive team environment, showing
concern for success and well-being
4. Is productive and results-oriented
5. Is a good communicator--listens and shares
information
6. Supports career development and discusses
performance
7. Has a clear vision/strategy for the team
8. Has key technical skills to help advise the team
9. Collaborates across [the company]
10. Is a strong decision maker](https://image.slidesharecdn.com/newroleoftheagilemanager-190329214946/85/New-Role-of-the-Agile-Manager-18-320.jpg)
New Role of the Agile Manager
- 1. @jjschreuder • jason.schreuder@gmail.com • www.iterationsofjason.com New Role of the Agile Manager
- 2. Agile Coach Jason Schreuder ▷ 8+ years of Agile, coaching, training and leading agile teams in the military and technology industries ▷ experience leading an Agile PMO and an Agile adoption in a global technology company developing manufactured devices ▷ Graduate degrees in business and higher education, alphabet soup of certifications ▷ from Apex, North Carolina Helping people, teams, and organizations pursue the ability to engage and affect their environment so that they can adapt to a complex and ever changing world.
- 3. Esther Derby (2017) The “Middle” Manager Leadership is the ability to enhance the environment so that everyone is empowered to contribute creatively to solving problem(s) -- Gerald M. Weinberg
- 4. Where Are You? Adapted from the Leadership Circle Being invested in finishing deliverables Being invested in ongoing team improvement and growth Giving the team answers to avoid failures Asking the right questions to help team find answers Focus on achieving scope, schedule, budget delivery Focus on value delivery Finding what’s wrong with how the team does things Staying curious and seeing the best in team members Working with individuals almost exclusively 1:1 Working with the group as a whole Mentoring, directing, telling Asking, facilitating, coaching
- 6. ▷ Foster Shared Leadership ▷ Develop a Coaching Capability We need managers that . . .
- 7. “[There is a] growing body of evidence that suggests that teams do well when they rely on leadership provided by the team as a whole rather than looking to a single individual to lead them. Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance, The Academy of Management Journal · October 2007 Jay B. Carson, Southern Methodist University, Paul E. Teslu, University of Maryland, Jennifer A. Marrone, Seattle University
- 8. Shared Leadership ▷ an emergent team property that results from the distribution of leadership influence across multiple team members. ▷ mutual influence of team interactions that significantly improves team and organizational performance ▷ can also be the collective influence of team members on each other. Coming to Terms Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance, The Academy of Management Journal · October 2007 Jay B. Carson, Southern Methodist University, Paul E. Teslu, University of Maryland, Jennifer A. Marrone, Seattle University
- 9. ▷ Internal Team Environment ○ Shared Purpose -- understanding the primary objective (the goal) ○ Social Support -- encouragement and recognition (psychological strength) ○ Voice -- participation and input increases engagement, involvement, commitment (participatory decision-making) ▷ External Team Coaching ○ Develop team capabilities and motivation ○ Help them become autonomous and self-managed Antecedents to Shared Leadership Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance, The Academy of Management Journal · October 2007 Jay B. Carson, Southern Methodist University, Paul E. Teslu, University of Maryland, Jennifer A. Marrone, Seattle University
- 10. ▷ Intent -- the framework that outlines vision and purpose, providing enabling guidance. Then over-communicate it. ▷ Setting the conditions for others’ success ▷ Create shared understanding If you want to build a ship, don’t drum up the people to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea. -- Antoine de Saint-Exupéry, the author of The Little Prince Shared Purpose: Vision & Missions
- 11. Social Support: The Key to Great Teams In a team with high psychological safety, teammates feel safe to take risks around their team members. They feel confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea.
- 12. Leader behaviors: ▷ Invite others to go first ▷ Withhold judgement ▷ Check-in with yourself first ▷ Engage the entire group Voice: Participation & Engagement
- 13. Menti Poll! Please go to menti.com on your device. Enter code: 45 91 56 Check-In
- 14. ▷ Shared Leadership is more useful predictor of team performance than vertical leadership of appointed team leaders. ▷ Failure of even a single member to exhibit leadership behavior was found to be detrimental to team performance. Shared Leadership Enhances Team Performance Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance, The Academy of Management Journal · October 2007 Jay B. Carson, Southern Methodist University, Paul E. Teslu, University of Maryland, Jennifer A. Marrone, Seattle University
- 15. “The goal of coaching is the goal of good management: to make the most of an organization’s valuable resources. -- Harvard Business Review
- 16. Role of External Team Coach ▷ Provide a good internal team environment (set conditions) ▷ Supportive Coaching -- Provides motivational and consultative functions that encourages, reinforces and rewards team leadership. ○ Building collective commitment to the team and its work ○ Assisting team with aligning activities, clarifying work and processes ○ Fostering self-competence and team independence The Impact of Coaching Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance, The Academy of Management Journal · October 2007 Jay B. Carson, Southern Methodist University, Paul E. Teslu, University of Maryland, Jennifer A. Marrone, Seattle University
- 17. Coaching is Not ▷ Mentoring ▷ Consulting ▷ Counseling the use of powerful questioning, framing, and exploration with a client to help them recognize their capacity to solve their own problems. ▷ “Fixing” ▷ Training/Teaching Coaching is
- 18. What Makes a Great Manager? 1. Is a good coach 2. Empowers team and does not micromanage 3. Creates an inclusive team environment, showing concern for success and well-being 4. Is productive and results-oriented 5. Is a good communicator--listens and shares information 6. Supports career development and discusses performance 7. Has a clear vision/strategy for the team 8. Has key technical skills to help advise the team 9. Collaborates across [the company] 10. Is a strong decision maker
- 19. Menti Poll! Please go to menti.com on your device. Enter code: 45 91 56 As we go to questions, I want your feedback!
- 20. @jjschreuder • jason.schreuder@gmail.com • www.iterationsofjason.com Thank You!