Leadership and Team

Management

Developed By – Prof Mahendra , C.I.T.H.M

L.P.U- Manila
Objective

Leader’s Skills and Importance

Leadership Styles
Leadership Theories
Role of Leader
Team Management
Team Performance
Leader is one among all
 ASSIGNMENT
Name any three Leaders who influenced you !

Who are they? What did they do?

How these leaders have influenced you and what was

the common things in all these leaders!
 Leadership - what is it?
Influencing people so that they
will strive willingly towards the
achievement of group goals”

A Leader is a person who influences

a group of people towards the
achievement of Goal.
According to Peter Drucker, “ Leadership is
shifting of own vision to higher sights, the
raising of man’s performance to higher
standards, the building of man’s personality
beyond its normal limitations .
Conceptions of Leadership:

 Exercising power.
 Gaining and exercising the privileges of high
status.
 Being the boss.
 Task orientation.
 Taking care of people.
 Empowerment.
 Providing moral leadership.
 Providing and working toward a vision.
Why are some individuals more
effective than
others at influencing people?
Effectiveness in leadership has been
attributed to
(1) persuasion skills,
(2) leadership styles and
(3) personal attributes of the leader.
How important is a leader?

In most cases, people will perform

at about 60% of their potential with
no leadership at all
Thus, an additional 40% can be
realized if effective leadership is
available
 capability
utilization

Contribution due to leadership

ability of manager 40%

Default contribution due to

need for a job, peer pressure, etc. 60%
 Importance of Leadership

• Initiates Action
• Motivation
• Providing Guidance
• Motivation
• Creating Confidence
• Building Morale
• Building Work
Environment
• Coordination
Leadership Skills

Learning to Lead

Copyright © Texas Education Agency, 2014. All rights reserved. 12

13
Skills of Effective Leaders

 Building and sustaining relationships

 Developing and communicating a vision
 Influencing people
 Making decisions
 Overcoming setbacks and adversity
 Understanding people’s needs
14
Good Leaders Always…

 Measure and reward

 Challenge people to think performance

 Communicate clear  Properly allocate and

expectations deploy talent

 Lead by example  Provide continuous

feedback-positive and
 Make decisions negative
 Make others feel safe to
speak up
15
Good Leaders Always…

 Are accountable to
others  Genuinely enjoy
responsibility
 Are great teachers
 Invest in relationships
 Ask questions and
seek counsel  Problem solve without
procrastinating
 Create a positive,
energetic atmosphere
 Characteristics of a Leader

Leaders are willing to take risks.

Leaders think in terms of do’s, not
don’ts.
Leaders see change as a constant,
not an event. Leaders have a vision
of the future.
Leaders overcome adversity.
Leaders value teamwork and
bridge diversity.
What is leadership style?

Leaders’ styles encompass how they relate to others

within and outside the organization, how they view
themselves and their position, and—to a large
extent—whether or not they are successful as
leaders.
 How do you determine what is
an appropriate style?
Good leaders usually have a style that
they consciously use most of the time,
but they're not rigid. They change as
necessary to deal with whatever comes
up.
Be consistent with what people in the
organization expect.
Your style needs to be consistent with
the goals, mission, and philosophy of
your organization.
 Styles of leadership

Benevolent Diplomatic/
Leader/ Beauracratic Participative Team
(Y) Leader
(Z)
concern for
people

Laissez-faire Autocratic
Leader Leader
(L) (X)

1
concern for production  9
 Theory “L”: Laissez-faire
leader
 leader totally trusts their employees/team to perform
the job themselves (Uninvolved - “leave them alone”)
 Sees main role as passer of information
 Lets others make decisions
 Basically abdicates responsibility for team or unit
 He just concentrates on the intellectual/rational
aspect of his work and does not focus on the
management aspect of his work.
 The team/employees are welcomed to share their
views and provide suggestions which are best for
organizational interests.
 This leadership style works only when the employees
are skilled, loyal, experienced and intellectual.
 Theory “X”: Autocratic
leader
 Lacks flexibility as leader has complete command and hold over their
employees/team. The
 Controlling and demanding
 “carrot and stick” approach
 Focused solely on productivity
 Team cannot put forward their views even if they are best for the team’s
or organizational interests.
 They cannot criticize or question the leader’s way of getting things done.
 The leader himself gets the things done.
 The advantage of this style is that it leads to speedy decision-making and
greater productivity under leader’s supervision.
 It leads to greater employee absenteeism and turnover. This leadership
style works only when the leader is the best in performing or when the job
is monotonous, unskilled and routine in nature or where the project is short-
term and risky.
Theory “Y”: Benevolent
leader/ Bureaucratic
leadership
 Leaders strictly adhere to the organizational rules and
policies
 Very people oriented; encouraging
 Organizes around people
 Can be paternalistic
 This leadership style is more suitable when safe work
conditions and quality are required.
 But this leadership style discourages creativity and
does not make employees self-contented.
 “country club” atmosphere: non-competitive
Theory “Z”/Democratic :
Team leader
–Proven as Best
 Leader guides the employees on what to perform and
how to perform, while the employees communicate to
the leader their experience and the suggestions if any
 Balances production and people issues
 Builds a working team of employees
 Team approach: involves subordinates
 Leads to satisfied, motivated and more skilled
employees
 Organization is a vehicle for carrying out plans
 Time consuming
 Results of leadership styles

1. Theory L: “missing management”

 Very low productivity
2. Theory X: “my way or the highway”
 Job stress; low satisfaction; unions form
3. Theory Y: “country club”
 Low achievement; good people leave
4. Theory Z: “good manager”
 High productivity, cooperation, low turnover, employee commitment
 How do you choose and
develop a leadership style?
 Start with yourself.
 Think about the needs of the organization or initiative.
 Observe and learn from other leaders.
 Use the research on leadership.
 Believe in what you're doing.
 Be prepared to change.
 Factors Affecting Style

Leadership style may be dependent

on various factors:
 Risk - decision making and change initiatives
based on degree of risk involved
 Type of business – creative business
or supply driven?
 How important change is –
change for change’s sake?
 Organisational culture – may be long embedded
and difficult to change
 Nature of the task – needing cooperation? Direction?
Structure?
MOTIVATION

 Motivation: an internal drive that causes people to

behave in a certain way to meet a need
 Motivation comes from within
 There are several factors that contribute to
motivation (not just monetary)

29
MOTIVATION
Maslow in the Workplace
Self-actualization—Expand Skills

Esteem—Recognition/Respect

Social—Informal Groups

Safety—Job Security/Environment

Physiological—Basic Wages

30
 Key Words

 Team Work:
 What type?
 What is the purpose?
 Who is the leader?

 Contribution
 Competencies
 Efficiency
 Effectiveness
 Motivation
32

T----Together
E----Everyone
A----Achieves
M----More
 Team Process
Cohesion
Adjustment

Development Formation
Reinforcement
Definition

Learning
Renewal
Transformation
 Team Culture
Team Values

Team Rituals

Team Learning
 Team Values
 Commitment to task and team
members
 Accountability

Lead to trust between

team members and
take into account all the
crucial factors
 Team Rituals
 How to add new members
 How to provide information to new
members
 How a member exists
 Work rituals
 How the team celebrates!
 Team Learning
 Continuous improvement process
 How team resolves conflict
 How the team handles diversity
 Harness team creativity
TEAMS AND PERFORMANCE

Synergy- two or more individuals

working together toward a specific
effort
Teams-a group of people linked to
a common purpose
In a team setting, members share
accountability and responsibility

40
TEAMS AND PERFORMANCE
Types of Teams
Formal: developed within the formal
organizational structure
Functional (within a department)
Cross-functional (different departments)
Informal: individuals who get together
outside the formal structure
Virtual teams: function through
electronic means

41
TEAMS AND PERFORMANCE
Stages of Team Development

FORMING

ADJOURNING STORMING

PERFORMING NORMING

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TEAMS AND PERFORMANCE
Stages of Team Development

 Forming stage: getting to know and form

initial opinions about team members
 Storming stage: some team members
begin to have conflict with each other
 Norming stage: team members accept
each other and overcome the conflict
 Performing stage: team works on task
 Adjourning stage: team completes task
and brings closure to the project

43
CHARACTERISTICS OF A TEAM MEMBER

Know team goals and objectives

Every activity should contribute to
team goals and objectives
Team member characteristics:
 Trustworthy
 Performer
 Efficient
 Communicator

44
CHARACTERISTICS OF A TEAM MEMBER

Brainstorming: a problem-solving
method that involves identifying
alternatives that allow members to
freely add ideas while other members
withhold comments on the alternatives

45
CHARACTERISTICS OF A GOOD TEAM MEMBER
- Teams & Conflict

Do not make assumptions

If you disagree with the team, voice your
opinion and state why
If the team decides to go in a direction
other than what you wanted, respect and
support the team’s decision

46
CHARACTERISTICS OF A TEAM MEMBER -
The Problem Member

Trust as a foundation
Do not dump work on others
Work around a lazy team member
Team will eventually dismiss a poor
performer
Address performance issues in a
respectful and diplomatic manner

47
Einstein
Quotes
“(Teams)…have become the vehicle for
moving organizations into the future.
Teams are not just nice to have, they are
hard core units of the production.”
Blanchard, 2007, pg 17
49
50

Why work in teams?

We all can learn from each other
Teams can be more effective than
individuals when working on
complex projects
Teamwork helps develop
interpersonal skills
51

Effective Team Members

 Are good communicators
 Are reliable
 Are respectful of other team members
 Cooperate and pitch in to accomplish the goal
 Expect success---have a positive, “can do”
attitude
 Work to find solutions to problems
52

Not So Effective Team Members

Team members who are not effective are

often:
 Aggressive
 Dominating
 Individuals who disrupt the work and/or
do not
take the project seriously
 Lazy and/or not dependable
 Withdrawn and/or afraid to contribute
53
Leadership and learning are
indispensable. John F. Kennedy

What do you think this means?

As a leader you continually
increase your ability to realize
the best in yourself and to
bring out the best in others
Good leaders are made not
born.

If you have the desire and

willpower, you can become
an effective leader.

Good leaders develop through a

never ending process of self study,
education, training, and
experience
56 Questions?
 References

https://www.managementstudyguide.com/leadership_basics.htm

Avery, G. C. (2005). Understanding Leadership. London: Sage

Publications
Leadership Resources, Books, Readings & Articles
http://www.leadershipdevelopment.edu.au/Content_Common/pg-
resources-readings-articles.seo
Leadership Resources International
http://www.leadershipresources.org/
Leadership Traits - Impact of Personality http://www.business-
leadership-qualities.com/leadershiptraitspersonality.html
Resources for Leadership http://resourcesforleadership.com/