THEORIES OF LEADERSHIP

Traditional Theories 4 (G5CC)

The Great Man theory
• The great man theory-the great man theory, which was popular in the early 1900 and still holds currency today,
indicated that leaders were fundamentally different.
• They had different personal attributes and acted in different ways. The theory proposed that some people are
born leaders.
• The great man theory considerable research, but came into conclusion that leaders and followers are not
fundamentally different (wren 1995). However there are many situations in Africa where this view is still held
The big five model-
• more research shows that the possessing certain personality traits help leaders that personality traits are no
guarantee for success.
• The big five of personality is categorisation scheme to encapsulate all possible personality traits.
• This means that researchers have tried to find ways of grouping different traits together so that they include all
traits in an under stable way. Some traits have been found to correlate with leadership success.
• These included, dominance and extraversion, sociability and warmth, achievement orientation, organisational
ability, and self-acceptance and self-control(deary 1996). There are always exceptions
Contingency theories
• contingent theories argue that effective leadership is strongly related to the situation.
• These theories vary considerably but look at the leader’s behaviour as directly related to either the specific work
situation or the abilities and characteristics of the followers.
• Here it is the fit that matters rather than personality of the leader (hersey et Blanchard 1982: fieldler 1967 )
Charisma-
• Charisma is a Greek word meaning divinely inspired gift. There are number of different views about how charisma
is derived.
• Some argue that charismatic individual come from the margin of society and emerge as leaders during times of
great society and emerge as leaders during times of great crises, others argue that charismatic leadership is
primarily a function of the leader extraordinary qualities, not the situation.
• Often charisma is attributed to those leaders who can develop particularly strong emotional attachments (burns
1978:bass 1990)

New Genre Theories 5 (TTSOA)

•Transformational/ transactional framework- The focus returned to the persona of the leader and his or her
behavior in the transformational framework first articulated by burns in 1978, but the relevance of the situation and
the followers were recognized.
• Power and the leadership were seen as two distinct entities. Powers wilders are those individuals who uses
power to influence followers so as to accomplish the leader goals. Power wilders often see followers as means to
an end. In contract, he leadership is inseparable from the followers needs and goals.
• All these leaders are power wilders but not all power wilders are leaders. According to Burns(1978) and laiter
Bass(1990) leadership takes two forms- transformation and transactional. Transactional leadership is
characterized by the leader and the follow being in exchange relationship. Transformational leadership however
seeks to change the status quao by
Servant leadership
• Another similar perspective on leadership, and one which has been adopted in the non-profit sector, is servant
leadership.
• These leaders lead because they want to serve others. People follow servant leaders freely because they trust
them.
• The test of servant leadership is whether those served grow people(Greenleaf 1977: spears 1997)
Organisational/social capital leadership-
• a very (2005) indicated that the main task of the 21 century leader is to build social capital in organisations (in
other words, build relations that are based on trust, loyalty, connectivity abs communication, both inside and
outside the organisation.
• Leaders of this kind see themselves as being the centre, reaching out rather than down. They facilitate changes,
recognising that much of it must be driven by other.
• So there paper to the leadership perspective to suit all tastes and context. The majority of the leadership literature
referred to above was researched in the US, and undertaken during the second half of the 20 century
•Authentic leadership is not a new theory as it draws heavily on the transformation literature. It mainly focuses on
leaders’ intent- their willingness and ability to be true to themselves.
• Authentic leadership is about behaviour, and its basis of the leader, self-knowledge and genuine beliefs. Over the
years many definitions of authentic leadership has been put forward(Garder et al 2011) and there has been much
discussions, as there has with transformational leadership, about the ethical component of the leadership. If a
leader is being true to his or her values does nit matter whether these values are considered ethical? Views are
divided. Burns(1978) argue that leadership that is not ethical/moral and doe not benefit those led cannot be
considered leadership but rather is power wilding.
• It must be remembered here that majority of the literature and research has been undertaken in male, North
American context and therefore ideas about what is right and wrong may be very different from those felt elsewhere
in the world.
• This is large area further characteristics and behaviours based on the study. What authentic leadership does
argue is that defendants on the development of the select esteem and self-determination and therefore has
relevant in all context

❖ Appealing to followers’ values and their sense of higher purpose

❖ Refraining issues so that they align with the leader vision and the followers’ values and
❖ Operating at higher stage or moral development than their followers (Burns 1978: Bass 1990
a. Establishes trust through consistent ethical behavior
b. Strong self-concepts and self-identities
c. Don’t seek positions, to satisfy their self-esteem needs but rather to express their beliefs and values
d. Values and beliefs form the basis of AL
e. Leaders live the values and beliefs they preach
f. Focus on long term
g. Self-aware and genuine
h. Lead with their hearts and can be vulnerable
i. Driven by intrinsic motives and not ulterior motives
j. Highly motivated persons

Transformational leadership
They identify themselves as change agents: these leaders' professional and personal agendas are to make a
difference and transform the organization (or a part of it) that they work for.
• They are courageous: Transformational leaders take calculated risks; they are able to face adversity and confront
reality, even if it is painful, they need to believe in themselves in spite of criticism, and especially since being a
change agent they will encounter resistance.
• They believe in people: Transformational leaders believe in building a team. They do not go it alone and coach,
assist and support their staff while empowering them to reach their full potential.
• They are value driven: These leaders have core values that they do not only preach, but live by as well. They
know where they are going and how they will get there.
• They are lifelong students: Transformational leaders accept that they never know everything, they are willing to
learn through experience (success and failure), to look at themselves and to "renew" themselves as needed. This
ability enables the transformational leader to stay transformational and not become merely transactional in
leadership style.
• They have the ability to deal with complex ambiguity and uncertainty: Many leaders accredit a large measure of
their success to the disciplined approach to problems resulting from formal tertiary education. Transformational
leaders need to be able to build models or theory, answer "what if' scenarios, examine assumptions and develop
principles.
• They are visionaries: They have the ability to dream and to share this dream with others.

Traits of leaders – Level 5

Multi-cultural
A multicultural leadership does not focus on an individual. It believes in a mutual relationship. The focus is on
welfare, unity and harmony.
• People should work for a group success before personal gain.
• Act socially, interact politely and respect others.
• It involves working together as a team towards the success of the company.
• A multicultural leader thinks the best for its employees regardless of the cultural or ethnic background.
• The leader should consider him/herself just another part of the team or the organisation and not as a superior.
Stop the “you are the boss system”.
• Each individual is unique despite outer similarities. Successful businesses are those that learn to accept the small
differences that make us human and work together for the greater good of the organisation.
• In a multicultural leadership to minimise a conflict, the employees are reminded very often that we all are one
family working together. This makes the employee fell responsible towards the company.
• Allowing everyone to share their spiritual beliefs with one another and providing the freedom to the employee to
accept whichever belief they like. this sometimes helps the employees to bond together spiritually and work
together towards the company goals.
• Develop a company’s vision; share the ideas, thoughts, and suggestions of all the employees. The leader makes
them feel a part of the system and drives them to work more efficiently for the company.

Leadership in a multicultural organisation has some benefits and helps to:

• Understand and embrace diversity for a more enjoyable place of work.
• Handle multicultural customers better.
• Create a healthy working environment for more efficiency.
• Do better localised business.

Management vs leadership

MANAGERS LEADERS
Implement change Initiate and drive change
Maintains the status que Develop and encourage innovation
Monitor and control people Inspire people
Do things right Do the right things
Act reactively Assume long term perspective
Preserve authority Connect with followers
Positional power and authority Personal

Women leadership – TB pg 356,

Characteristics of African identity and culture – pg 78

10 mark questions

1. Ethical dilemmas/challenges in Africa

a. Corruption – goes well beyond requests for bribes/favours
b. Poor governance practices in govt – governments control over relevant branches of the economy
c. Dictatorial leadership and long office tenure – critical controls are removed by these leaders
d. Confusion between political and personal power – political leaders scramble state resources for
own use
e. Military coupes – corruption evolves and the rule of law is disregarded
f. Gender inequality – historically, leadership in Africa has carried the notion of masculinity

2. Multi-cultural leadership
a. Believes in good and harmonious mutual relationships
b. Motivate employees to work together for group success
c. Respect all role players
d. Involves working in a team
e. Considers what is best for the employees
f. Considers themselves part of the team/group
g. Considers each employee to be unique
h. Avoids conflict by reminding people that they are a family
i. Appreciates all employee beliefs and gives them freedom in this regard
j. Develops the company vision, and makes employees feel part of the company

3. Transformational leadership
a. Transformational leadership – tries to change the current status quo by:
i. Appealing to the values held by followers
ii. Reframing issues to align with their own vision
iii. Operating at a higher level of moral development than followers
b. The focus returned to the persona of the leader and his or her behavior in the transformational
framework first articulated by burns in 1978, but the relevance of the situation and the followers
were recognized.
c. • Power and the leadership were seen as two distinct entities. Powers wilders are those individuals
who uses power to influence followers so as to accomplish the leader goals. Power wilders often
see followers as means to an end. In contract, he leadership is inseparable from the followers
needs and goals.
d. • All these leaders are power wilders but not all power wilders are leaders. According to
Burns(1978) and laiter Bass(1990) leadership takes two forms- transformation and transactional.
Transactional leadership is characterized by the leader and the follow being in exchange
relationship. Transformational leadership however seeks to change the status quao by
e. ❖ Appealing to followers’ values and their sense of higher purpose
f. ❖ Refraining issues so that they align with the leader vision and the followers’ values and
g. ❖ Operating at higher stage or moral development than their followers

4. Strategies to overcome past challenges

a. Listen to those around you, including the poor
b. Build efficiency in yourself and empower those around you
c. Build on existing cultural, geographical and resource strengths
d. Learn from science and what has been done elsewhere and implement these to enhance the
community
e. Promote sustainable development
f. Overcome the negative characteristics of many African leaders
g. Recognize the reality of globalization
h. Make a personal commitment to serve the people

5. Ethical leadership and its significance

a. Tell staff to make EC a priority
b. Use examples or stories to illustrate the importance of ethics
c. Initiate discussions of ethical concerns
d. Object when someone ignores EC
e. Acknowledge staff contribution to EC
 f. Include specific expectations for EC in staff performance plans
g. Invite comments about ethical concerns
h. Thank staff for raising ethical concerns
i. Serve as a role model on EC
j. Agree with staff on values that could underly EC
k. Communicate expectations regarding EC
l. Address obstacles that staff may encounter with reference to EC

6. Charismatic leadership
a. Personalized – narcissist and focus only on own goal
b. Socialized – not narcissist, intellectual stimulation, focus on engaging others
c. Office holder – by product when put in a certain position
d. Personal – natural leader, expert influence, not dependent on the position they have
e. Divine – rise in a crisis to lead followers eg. Winston Churchill

7. Emotional intelligence of leaders

a. Awareness of one’s emotional state
b. Skilled in discerning other’s emotions based on cues
c. Skilled in using vocabulary of emotion and expression
d. Capacity for empathy and sympathy
e. Skilled in reading body language – know emotional state does not have to corelate with outer
expression
f. Skilled to cope with aversive and distressing emotions of others
g. Skilled to enter emotional relationships
h. Capacity for emotional self-efficacy

8. Change management - process whereby tools, techniques and structures are applied by managers
leading the process.
a. Facilitates change
b. Making change initiatives efficient
c. Controls the change process
d. Implement the change in steps
e. Concerned with timelines and budgets
f. Integrates change into the status quo
g. Encourages people to change
h. Solves problems and provides structure to change process

9. Effective teams
a. Tuckman theory – 5 stages
i. Form – members new, figuring out expectations
ii. Storm – leader decided, member fight for positions/
iii. Norm – confirms task and work from that basis/
iv. Perform – everybody knows what to do and does it effectively /
v. Adjourn – breaking up
vi. Celebration successes

b. Seek employee input: The basic reason for organising around work teams is to tap employees’
motivation, commitment, and input.
c. Establish urgent, demanding performance standards.
d. Select members for skill and skill potential.
e. Pay special attention to first meetings and actions. Management has to show that it is really
committed to the team approach.
f. • Set clear rules of behaviour. Good teams develop rules of conduct that help them achieve their
goals. The most critical pertain to attendance (for example, no interruptions to take phone calls");
discussion ("no sacred cows"); confidentiality ("the only things to leave this room are what the team
agree on"); analytic approach ("facts are friendly"); end-product orientation ("everyone gets
assignments and does them"); constructive confrontation ("no finger pointing"); and perhaps the
most important, contributions ("everyone does real work").
g. Move from "boss" to "coach". Self-directed work teams are, by definition, empowered: They have
the confidence, authority, tools, and information to manage themselves.
h. Set a few immediate performance-oriented tasks and goals.
 i. Challenge the group regularly with fresh facts and information.
j. Use the power of positive feedback.
k. Shoot for the right team size.
l. Choose people who like teamwork.
m. Train, train, train. Make sure team members have the training they need to do their jobs.
n. Cross-train for flexibility. Team members should receive cross-training to learn the jobs of other
team members.
o. Emphasise the task's importance. Team members need to know that what they are doing is
important for the company, so communicate that message whenever possible.
p. Assign whole tasks. Try to make the team responsible for a distinct piece of work such as an entire
product, project, or segment of the business.
q. Encourage social support. Work teams, like any group, are more effective when members support
and help each other.
r. Provide the necessary material support. Social support is important, but the results of a recent
study showed that material support may be more important than just ensuring group members are
cohesive.

10. E-paradigm leadership - A new paradigm where leaders achieve their goals in a computer mediated
manner with virtual teams over space and time
a. Opportunities – instant communication with all stakeholders
i. Access to Global talent
ii. Not geographically restricted so optimizing the multi-functional team approach
iii. Improved customer satisfaction
iv. Cost reductions – no travel costs for meetings
v. Improved knowledge management – sharing of info via computers

b. Challenges – bridging physical distances between leaders and followers

i. Communicating effectively over distances using technology
ii. Conveying emotion, enthusiasm and inspiration electronically
iii. Building trust with someone you may never see
iv. Remaining conversant with constantly changing technology

11. Entrepreneurial leadership

a. Persuasive skills
b. Spotting opportunities
c. Networking
d. Exceptional visioning ability
e. Critical thinking for innovation and to sustain resources for future growth
f. Ability to manage complexity
g. Resilience to deal with lack of infrastructure such as electricity, water, transport etc.
h. Rules, regulations and dynamics make it complex, inefficient and expensive to conduct business in
Africa.
i. Ability to manage constant disruptions from competitors, social unrest, load shedding etc.
j. Good execution capabilities
k. Be role models and mentors
l. Challenges:
i. No government funding – strict conditions, poor administration
ii. Bureaucratic systems make it complicated to access funds
iii. Lack of structures and institutionalized landscapes – legal, financial, and market size
iv. Geographical limitations – transport, landlocked vs coastal
v. Limited formal education
vi. Political factors
vii. Lack of capital
viii. Non-application of business principles – employing family
ix. Corruption
x. Low literacy levels
xi. Poor trade competitiveness
Tucks Group Development Process
Forming - This is the initial stage of team development where team members come together and start getting
acquainted with one another. People involved in this situation typically silently ask themselves, "How do I fit in?" at
this stage. People in these circumstances tend to become unsure of their duties, concerned about who will be in a
position to supervise them, and concerned about the group's objectives. For example, in a new project team,
members may introduce themselves, exchange contact information, and discuss their skills and experience.

Storming - Individual concerns among group members will start to surface at this point as they start to wonder,
"What's my role here?" The group members also raised the question "Why are we fighting over who is in charge
and who does what?" The leader will be put to the test as a result of these thoughts from others. Therefore, these
people will strive to determine whether they fit in and how they will fit into the command structure of the current
leadership. Subgroups will form over time, and some members will exploit the present leader by deferring crucial
chores until later and prioritizing leisure instead. For instance, in a brainstorming session, team members might
have differing viewpoints on the best approach to solving a problem, leading to heated discussions.

Norming - Without the leader or any other members who were left behind in stage 2, only respected members
reach this stage, and this group struggles to use their abilities and strength to accomplish something that is
possible. The questions about the command structure are also set aside at this stage and may come up during
group discussions. Members of the group will feel a surge of fervent teamwork as they realize they are well suited
for their duties.In the norming stage, team members begin to resolve their conflicts and find common ground. They
start establishing rules, norms, and standards for behavior and decision-making within the team. For example,
team members might agree to follow a certain communication protocol or assign specific responsibilities to each
member.

Performing - In this stage, the team functions efficiently and effectively toward achieving its goals. Everyone who is
a part of this group is giving their work their absolute best effort, especially when it comes to problem-solving. As
the group members have matured, they continue to complete their tasks without interfering with one another's
efforts or distracting them. At this stage, there will be a high level of cohesion, strong cooperation, helpful behavior,
and open communication among the members. The conflict that arises during this phase will be resolved effectively
and productively. This environment will motivate their workforce to work together more effectively than they would
alone to accomplish group goals. Roles and responsibilities are clearly defined, and each member understands
their contribution to the team's success. The team works cohesively, leveraging their collective skills and
experiences. An example of the performing stage could be a sports team successfully executing complex strategies
and tactics to win a game.

Adjourning - The final phase demonstrates that all work has been done. Members of the organization will dissolve
gradually, sometimes in a ceremonial manner such farewell parties or even just by greeting and praising one
another for past accomplishments before taking their individual departs from the group.This is the final stage of
team development where the task or project is completed, and the team members move on to other assignments or
disband. During this stage, team members reflect on their accomplishments and may celebrate their achievements
together. For instance, at the end of a successful building of a school team members might have a hand over
session and say their goodbyes.

2. Identify and discuss the key aspects in Developing Organisational

Leadership My notes SG 102
People are seen as assets that need investment in the leadership approach. Some of the most significant and
practical guidelines for inspiring company leadership include the ones listed below.

Developing a vision

People in the public sector today are seeking for leaders with a vision that will reflect and anticipate their own
modes of operation and advancement. In the past, whether individuals liked it or not, they had to accept a job and
follow the rules established by their superiors. As education levels rise and employees have more freedom to move
between organizations, followers look for leaders they can get along with more and more. There will probably,
therefore, be a shift in how leadership is practiced. An excellent leader will have a group of followers who share
their vision with them and work with them joyfully rather than merely following orders. The greatest way to succeed
is to establish the tone and pace, specify goals and methods, and show people what you expect of them by setting
an example for them. Last but not least, a leader must never undervalue the power of a vision.When you know
where you going the how follows automatically

Establishing team goals that are meaningful to everyone

Since goals and objectives have been an integral component of leadership for so long, most people find it difficult
to imagine how an organization might function without them. Future public service will undoubtedly place a high
priority on setting performance goals and objectives. The organization's goals, both those that the leader acts
under and those that are communicated to those within it, should, nonetheless, have meaning for each functional
unit and each individual follower.

Trusting followers
While leaders have been told for years that the corporate command-and-control structure, in which virtually all
authority and responsibility reside in a chief executive at the top of a leadership pyramid, is quickly disappearing,
many of them either still do not believe it or only give it lip service. The so-called high-commitment organization is
replacing it. This new approach involves delegating more responsibility and relying more on the drive and skills of
the entire team.

Encouraging risk-taking

Effective organizational leaders encourage their followers to quickly accept mistakes as well as to take calculated
risks in the organization's best interests. Everyone is made aware of the fact that the organization's future depends
on its readiness to try new things and go in uncharted territory. The mindset of a successful and motivating leader
is that trying something new should never be discouraged out of fear of failure.

Being an expert

The majority of leaders do not have that privilege, and many have parachuted into departments with which they
have only had a passing acquaintance. Although some senior executives have been in their respective public
service departments for a number of years, most leaders do not. These leaders require the right mentality in order
to fill in the gaps and fully understand the organization's field and manner of operation, to the point where they can
be regarded as authorities who can be relied upon.

Simplifying
Effective leaders concentrate on what matters and find elegant, straightforward solutions to difficult problems. It is
important to focus on the essentials rather than accepting an easy solution or a quick fix. They exhibit a remarkable
talent for focusing on the crux of a situation and implementing seemingly straightforward solutions.

improving individuals through coaching

Coaching and developing others is a key component of leadership. Beginning leaders frequently act more like
doers than leaders. Usually, they are more technically proficient than their followers. This won't continue to be the
norm in a leadership setting where a leader may have dozens of subordinates who work in the fast-paced, highly
skilled areas of the company and who report to him or her.

the promotion of self-leadership

To enable followers to become self-leaders, leaders set out a wide range of guidelines. It is no longer possible to
govern or control others due to the ever-expanding spheres of influence held by today's leaders. Simply said, there
isn't enough time to assign tasks, keep track of, and manage each follower's contribution. Future followers will
desire more privacy and independence as they pursue their goals. This leads to the development of shared
ownership of visions and goals.

Making choices with an ownership mindset

True leaders distinguish between leadership and basic administrative skills. A good administrator will always have
complete authority over their functional area. Clearly defining and limiting functional duties is one method to
guarantee control and get rid of surprises. A tightly regulated unit, however, does not always make for an efficient
one in an organization. Administration-focused leaders hardly ever consider their responsibilities in relation to the
overall goals of the organization. In contrast, leaders see their duties and contributions, as well as those of their
functional units, as if they were the company's owners.
How would you overcome challenges faced as a leader? SG PG 108

You will confront a variety of difficulties every day as a leader in the administration. How would you handle these
difficulties?
Although challenges have an impact, leaders can adapt. To keep things functioning well, top management is given
the following authority:
Clarify or modify the role
Never be too rigid; sometimes the best course of action is to make clear what your position is and then modify it to
suit your preferences.
Welcome criticism
Be receptive to hearing different perspectives. They might provide options you hadn't thought of.
 Recognize the value you contribute.
You may improve your general confidence and improve your leadership only by recognizing your abilities, talents,
and areas of strength.
Roleplay
Role-playing is a useful method for resolving problems and uncovering answers that could otherwise be buried.
 Establish a goal for your team.
Having a clear vision that has been shared and understood by all team members is a key component of inspiring
and motivating them.
To delegate
And finally, you can't do it by yourself. That is not being a leader; rather, it is being masochistic and unrealistic.
They have the abilities and experience you wanted to use, so you divided duties and put together a team.
As was previously mentioned, leaders are not always born. Even if you were born with inherent leadership abilities,
there is always room for improvement. Leaders are not sluggish. Find leadership training to strengthen and expand
your skill sets.

In this regard, elaborate on the benefits of having motivated employees at government

intuitions and discuss the different ways to increase employee motivation sg pg 32

How can public sector managers inspire their staff members?

In a workplace, three things can be done to boost employee motivation

The most important aspect of any organization is communication,
thus having good communication at work is the simplest approach to boosting employee
motivation. By boosting communication, I don't mean simply sending more emails or making
more phone calls; rather, I mean encouraging managers to interact with their staff members
face-to-face, if at all possible.;
This can be done by setting out some time each day to talk with your staff; you can even
accomplish this by joining them for coffee breaks rather than staying at your desk. By doing this,
you make your employees feel as though you are part of a team, a leader instead of a boss .

Employees want to see the success of the business they are employed for. Many people offer
great suggestions, from ways to save money to ways to improve operations. What management
needs to do is spend the time and make the effort to ask questions and pay attention to
suggestions made by staff. Nothing is more valuable than feeling respected and cherished. For
example, during the pandemic we had a challenge of registry since we usually filed manually so
I came up with a shared folder that I had to design with the help of ICT on how it’s going to work
until today it’s the greatest innovation for the region.

Value each person's contribution

Management should make sure that staff members understand how their contributions
contribute to the company's overall objectives and course. If employees understand how their
work has an impact on the organization, regardless of how big or small their contributions are,
they will take pride and become more engaged in their work.
Every time an employee performs a wonderful job, management is not required to thank them
with presents. A straightforward "Thank you" or "Great job" will do. These powerful phrases
motivate people to strive even harder by recognizing effort, fostering loyalty, and many other
positive effects. For example, my manager thanked and congratulated me and the team on the
job well done at our management meeting.

Positive environment for work

Employees can occasionally become unmotivated if their employer does not have a supportive
work environment. Management could conduct surveys to find out how best to address this
issue and then use the responses to make changes.
Additionally, management could distribute encouraging sayings or images throughout the office
where they would be seen by every worker. For example, on the 16th of June were tasked to
work on that day for the NasiSpan project, there was a crisis where one official called in sick
and I had to assist in getting someone to work on her behalf now its time to pay for overtime no
one wants to account.

Management functions/Fundamental functions of management

Challenges of leadership

Possessing leadership qualities is just the beginning. Every leader faces difficulties in their role.
The following list of typical leadership issues includes some:-
Management versus leadership
People frequently combine the two or give orders to one while releasing the other. So either job
is considered important when choosing between being a manager or a leader.
A lack of growth
Leadership skills may be innate, but knowledge of them can be learned via study. Some people
are placed in leadership roles while lacking the essential knowledge and experience, and they
urgently need to learn.
Lack of assistance
A leader should help others since they need it too. A network of mentors, advisors, and other
peers might be helpful.
Difficult environment
Sometimes it's not you; sometimes it's them, like when you secure a command and spread the
blame everywhere but where it belongs.
Personal restrictions
Then there are times when you are the problem, such as when you are frightened of failing or
lack trust, both of which are solutions to good leadership.

Nine (9) Elements/roles in a team

1. Implementer:
Positive aspects: Turns ideas into practical actions, focused, organized.
Negative aspects: Inflexible, difficulty in changing plans.
2. Coordinator:
Positive aspects: Clarifies goals, promotes decision-making, chairs a team.
Negative aspects: Manipulative, delegates too much work.

3. Shaper:
Positive aspects: Driven, courageous, shapes others to meet objectives.
Negative aspects: Challenging, aggressive.

4. Plant:
Positive aspects: Solves difficult problems, creative, unorthodox.
Negative aspects: Difficulty in communicating ideas.

5. Resource Investigator:
Positive aspects: Explores opportunities, develops contacts.
Negative aspects: Lack of sustained enthusiasm, overlooks detail.

6. Monitor Evaluator:
Positive aspects: Observes and assesses, seeks all options.
Negative aspects: Cynical, dampens others' enthusiasm.

7. Teamworker:
Positive aspects: Listens, builds relationships, avoids conflict.
Negative aspects: Lack of decisive action when necessary.

8. Completer Finisher:
Positive aspects: Searches out errors, finishes on time, self-motivated.
Negative aspects: Perfectionist, worries about detail, reluctant to delegate.

9. Specialist:
Positive aspects: Provides knowledge and skill, passionate about their field.
Negative aspects: Narrow contribution to the team, not interested in matters outside their field.

The importance of employee motivation

The importance of employee motivation can be attributed to a variety of factors. The key benefit
is that it enables management to accomplish business objectives. Without a motivated
workforce, businesses run the risk of being put in a very dangerous situation.
Employee motivation can enhance productivity and enable an organization to produce at higher
levels. Consider a worker who is unmotivated at work; they may utilize company time to search
the internet for personal reasons or even to look for another employment. This is a waste of
time and money for the business.
Keep in mind that this is heavily dependent on one employee. Imagine your other employees
performing the same action. Any organization would have a catastrophe on their hands.For
example in our offices we once had a manager who was really killing the morale of employees
to such an extent were know for non deliverance no productivity because we were all not
motivated at all.

Benefits of the motivated employees

The advantages that employee motivation offers to the organization make it crucial for any
business. These advantages include:
Greater employee dedication
When workers are extremely motivated at work, they usually give the duties that are given to
them their all.
Greater worker satisfaction
Every business needs happy employees because it might result in the firm growing
successfully.
Ongoing training for employees
An individual's self-development and ability to achieve personal goals can both be aided by
motivation.
When a worker achieves their first objectives, they become aware of the obvious connection
between effort and results, which further encourages them to keep working hard.
Increased effectiveness of employees
The effectiveness of an employee is dependent on more than just their skills or credentials. The
capacity to accomplish the assigned task and the desire to do the assignment must be in
balance for an employee to provide great outcomes for the firm. The business can boost
productivity and improve efficiency with this balance.

Different types of teams

According to Griffin (2001), there are numerous types of teams that can be found in
organizations today. Organizations that permit various forms of participatory and empowering
management initiatives experience some natural change. Others have been formally
established on the advice of wise management. Furthermore, he said that the way to categorize
teams is based on what they perform, such as how some teams produce goods while others
manage operations. Teams can be divided into six categories: virtual teams, management
teams, problem-solving teams, work teams, and quality circles teams.

Quality Circles teams

Griffin (2001) described Quality Circles teams as being composed of small teams of workers
from the same work area that routinely gather to discuss and offer solutions to issues at work.
According to him, this kind of team is rather permanent and exists alongside with the traditional
leadership structure. In addition, he added that the Quality Circles' responsibility is to look into a
range of quality issues that can arise at work; however, these teams do not take the position of
the work group or determine how the work is carried out, earning them the nickname "teams
that make recommendations." Since their name is different but their purpose is the same, this
squad is known as the Problem-Solving squad.

Teams at Work

In terms of how long they last inside an organization, work teams and Quality Circles Teams are
comparable in that both of these groups frequently last forever. A group of nurses, orderlies,
and different technicians who are in charge of all the patients on a floor or wing of a hospital is
an easy illustration of a work team. According to Griffin (2001), this group is recognized as the
one that carries out the bulk of the unit's daily tasks. He added that this form of team, such as
the patient care team, has the power to determine how the job is carried out, in what order, and
by whom. As a result, all duties are directed toward the patient, creating a difference between
the group and this type of team.
Teams for Solving Issues

Literally speaking, a problem-solving team is a group that has been formed to address a
particular issue at work. This team is made up of a variety of individuals with various skill sets,
either from the same or from other workplaces. When a problem arises at work, this team is
typically formed, and once the issues have been resolved, they are typically disbanded and
allowed to resume their regular duties. This team was divided into two areas, namely cross-
functional teams and crisis teams, according to Griffin (2001). He declared
Management Teams

Griffin's (2001) Definition of Management Teams Additionally, these teams, which coordinate
work teams, are made up of managers from other fields. Because their labor continues after a
specific project is finished or a problem is solved, this team is ongoing. He also mentions that
this team's second-most important duty is to coordinate work across teams that are somehow
interconnected and that this team's principal responsibility is to coach and counsel other teams
to be self-managing teams in well fit.

Product Development Groups

A team that combines problem-solving and work teams to develop new designs for goods or
services that meet consumer needs is known as a product development team. According to
Griffin (2001), this team will be disbanded once the final product has been completed, which
gives it parallels to problem-solving teams.

Virtual Groups
Virtual teams are made up of individuals who are geographically separated from one another
but collaborate to accomplish a common goal using online tools like video conferencing, email,
and other electronic devices as their primary means of contact. This group can converse with
one another visually and audibly from anywhere in the world, and they can even share files via
the internet or other communication methods.
5.14 Characteristics of Successful Teams
According to Sidin (2012), the "high performance" team does not always perform at a high level
and is not always as effective as it was shown to be. Additionally, he asserted that effective
teams had certain qualities that distinguish them from ordinary teams. These qualities include,

Suitable Leadership
Effective leaders are those who perform the following actions, such as clarifying goals,
demonstrating situation change by overcoming inertia, boosting team members' self-confidence,
and assisting team members in realizing their full potential. By doing this, the leaders are able to
inspire a group of people to support them as they navigate through challenging circumstances,
enabling them to perform not just as a leader but also as coaches who support and direct the
group. Enhanced team performance, in other words.

Effective Communication
Sidin (2012) asserts that effective teams have good communication as a defining trait. Members
of the team must communicate with one another or deliver messages both verbally and
nonverbally in a way that is easily and clearly understood. Sidin (2012) added that feedback is
crucial since it serves as a way to direct team members and avoid or clear up
misunderstandings.
Diplomacy Techniques
According to Sidin (2012), effective teams are constantly changing who does what in their
organization. Due to the frequent changes in relationships and problems within teams, this
flexibility necessitates that team members possess negotiation abilities. Members ultimately
need to be able to address and resolve disputes.
relevant expertise
According to Sidin (2012), members of an effective team must possess the essential technical
and interpersonal abilities and be able to operate well as a unit to accomplish shared objectives.
He also noted that not all people with technical competence possess the interpersonal qualities
necessary to function effectively on a team.
Collective Commitment
Unified commitment refers to the team members' willingness and dedication to devote their
labor power in order to accomplish shared goals. According to Sidin (2012), a successful team
demonstrates unwavering commitment and passion to the group and is prepared to go above
and beyond to ensure the group's success.
5.14.5 Mutual Trust
For a team to be effective, there must be mutual trust. Team members have faith in one
another's skills, virtues, and morality. Sidin (2012) asserts that because trust is brittle in
personal interactions, managers have a significant duty to uphold it.
5.14.6 Clearly Stated Objectives
Team members that have a clear awareness of the team's objectives perform at a higher level
in improved teams. The team's members are dedicated to achieving its objectives, are aware of
what is expected of them, and comprehend how they will cooperate to do so.
In-house and outside assistance
According to Sidin (2012), the fundamental component needed for a team to succeed is both
internal and external support. According to Sidin (2012), the team should have a solid
infrastructure that includes appropriate training and a fair measuring mechanism. Consequently,
an infrastructure that works with the teams can improve behavior and provide greater support
for the teams, leading to improved performance. In order to ensure that productivity runs
smoothly and that the assigned task is completed, the manager should supply and maintain a
flow of resources for the team members. External support refers to resource capacity.

Functions of leadership

Setting goals and choosing a course of action to achieve them are both part of the management
task of planning. Managers must foresee future situations and be aware of the current
environmental factors affecting their firm. Additionally, competent decision-making is required of
managers.
The process of planning involves various steps. The first step in the process is environmental
scanning, which simply requires planners to be aware of the significant risks to their business
from the perspective of the economy, their rivals, and their clients. The next step is for planners
to try to predict future conditions. Planning is based on these estimates.

Planners must set objectives, which are declarations of what must be accomplished and by
when. The next step for planners is to decide on alternate strategies for reaching goals.
Planners must choose the appropriate actions to take in order to accomplish goals after
weighing the numerous choices. They must then decide on the essential actions and make sure
that plans are carried out successfully. Finally, planners must continuously assess the
effectiveness of their plans and make required corrections.
Organizing
The management function of organizing entails creating an organizational structure and
assigning human resources to guarantee the achievement of goals. The framework for
coordinating effort is the organizational structure. An organization chart, which shows the chain
of command within an organization graphically, is typically used to describe the structure.
Decisions regarding an organization's structure are typically referred to as "organizational
design" decisions.

The decision of how to departmentalize, or group jobs into departments, in order to efficiently
coordinate effort, is made at the organizational level of the organization. There are numerous
methods to organize departments, such by function, product, geography, or client. Multiple
departmentalization strategies are used by many larger businesses. The goal of organizing at
the job level is to create each individual job in the most efficient way possible to utilize human
resources.

Leading
Influencing others to achieve organizational goals is a key component of leadership. The ability
to inspire employees, effectively communicate, and wield authority are all necessary for good
management. When managers are excellent at leading, their staff members will be eager to
work hard to achieve organizational goals.
Managers must first comprehend in order to be a good leader.
Managers must first comprehend the personalities, values, attitudes, and emotions of their
subordinates in order to be good leaders. As a result, the behavioral sciences have greatly
improved our knowledge of this managerial job. Studies on job attitudes and personality traits
might help managers better understand how to manage their employees.
Studies on motivation and the philosophy of motivation shed crucial light on how to motivate
employees to exert fruitful effort. Studies on communication point managers in the direction of
effective and persuasive communication. Questions like "What makes a manager a good
leader?" and "In what situations are certain leadership styles most appropriate and effective?"
can be answered with the help of studies on leadership and leadership style.
The leadership task include developing a vision, focus, and direction for the company that will
motivate workers to perform at a high level and guarantee that their efforts are coordinated to
provide the best results possible for the company. One of the areas of human behavior that has
been and will continue to be researched the most is leadership. Without leadership in some
shape or form, there wouldn't be any notable good or bad achievements like the Great Wall of
China, the moon landings, or the Egyptian pyramids. Although one can look at the past and
claim something like this, saying the same circumstances will hold true in the future relies on
intuition. Great accomplishments won't be made without leadership, in some kind.

Controlling
Controlling entails making sure that performance adheres to norms. Three steps make up
controlling: setting performance standards, assessing actual performance against those
standards, and intervening when necessary. Performance expectations are frequently
expressed in dollar amounts, such as