Home > News > May 2006 > 17-May-2006

Research examines attributes of successful complex teams

According to a newly published Ashridge research report, strong organisational support; high levels of leadership competence; team coaching; clear objectives; and good communication are crucial to the success of teams working in complex environments.

Ashridge says qualitative and quantitative research among 300 leaders and members of complex teams enabled the identification of the highest performers and the factors - in terms of leadership, team development and HR support - that were important to their success.

The report 'Succeeding in Complexity', points to teams being increasingly complex, with 73% of respondents working in multi-disciplinary teams, 70% dispersed geographically and 57% working across organisational boundaries. 19% worked in five or more separate teams. Ashridge says this creates significant challenges for the team leaders, team members and HR functions that support them.

Pam Jones, co-author of the report and programme director at Ashridge, said: "Changing priorities, lack of time to meet up with other team members, working across cultures and time zones as well as communications difficulties, can contribute to unhappy and frustrated employees."

The research found that high performing teams received greater organisational support in terms of team-related training and development, coaching, performance management, appropriate HR policies and technology support. 75% of the high performers said that team effectiveness was regularly reviewed, compared to only 45% of others surveyed.

Ashridge says successful leaders need to be aware of the pressures and dilemmas they face and recognise the need to flex their leadership style. The research identified four leadership styles, appropriate to differing levels of team maturity and complexity, ranging from traditional hierarchical 'manager' to 'improviser'. According to the research, high performing leaders all demonstrated good skill levels, particularly in managing upwards and outwards, communication, agreeing outputs and team coaching and development.

68% of high performing team members felt that their manager effectively coached team members, compared to 35% of others. Similarly, 81% of the high performers stated that managers agreed outcomes and deliverables with them, compared to only 50% of others surveyed.

Pam Jones said: "You can't just expect leaders to move from a traditional leadership role to one of working in a more complex team environment. They need to develop new skills, appraise their leadership approach and understand how to create an environment which encourages shared leadership across the team".

The report found that the rarity of face to face working need not be a barrier to good communication and working relationships, as 58% of the high performing teams met up only annually or less. The telephone is used for a host of activities, including selection interviewing, performance reviews and problem solving. High performing teams had a clear communications strategy, focused and developed communication skills that were not dependent on meetings, as well as a high degree of trust among team members.

Based on the research, a two-day residential programme, 'Leading Complex Teams', is being run at Ashridge on 22-23 June. Ashridge says the programme will cost £1,120 (+VAT), including residential costs.

External link

Ashridge

Training Reference is not responsible for the content of external Internet sites.

Related Information

For related news, case studies, articles and research, visit our team development home page.

Training and development books

Discover books on a variety of training and development topics at the Training Reference Bookshop

Source suppliers

Visit the Training Reference Directory to view supplier details for a wide range of courses, products and services.

Sponsored links

Back to top